ANNUAL REPORT 2016 - Home - AgoraANNUAL REPORT 2016 13 1990s The origins of AMK Microfinance...

ANNUAL REPORT 20162

13 AMK History

14 Chairman’s Report

16 Chief Executive Officer’s Report

18 Corporate Governance

19 Corporate Structure

20 Board of Directors and Advisory Committees

28 Executive Team

30 Management Team

36 AMK's Clients

41 Social Performance Management Framework

43 Key Social Performance Findings

46 Products and Working Methodology

51 Cambodia Competitive Landscape

52 Risk Management

55 Financial Report & Independent Auditor’s Report

Report of the Board of Directors Independent Auditor's Report Balance Sheet Income Statement Statement of Changes in Equity Statement of Cash Flows Notes to the Financial Statements

107 Awards and Recognition

109 Contact us

KEY SUMMARY

CONTENT

05 06 07 08VISION & MISSION KEY MILESTONE OPERATIONAL

OUTREACH5-YEAR HIGHLIGHTS

TABLE OF CONTENTS

ANNUAL REPORT 20164AMK's client - Takeo, July 2016

ANNUAL REPORT 2016 5

CODE OF PRACTICE FOR CLIENT PROTECTIONInclusion: AMK will maximize the inclusion of the poor and other marginalized populations through its products and services.

Avoidance of Over-Indebtedness: AMK will limit client exposure to their capacity to repay and will seek to avoid client over-indebtedness.

Transparent Pricing: AMK will provide clients with complete information on product features, costs, and obligations and will ensure transparency in all product and transaction pricing.

Ethical Staff Behavior: AMK will ensure ethical and respectful behavior of staff towards clients.

Freedom of Choice: AMK will facilitate and promote freedom of choice to its clients.

Appropriate Collection Practices: AMK’s debt collection practices will be reasonable and collaborative and never abusive or coercive.

Mechanisms for Redress of Grievances: AMK will provide clients with appropriate and accessible mechanisms for complaint and problem resolution.

Privacy of Client Data: The privacy of client data will be respected unless disclosure is required by law.

This Code is enshrined in AMK’s operating policies and procedures and is monitored through AMK’s internal audit and social performance management functions.

GUIDING PRINCIPLES

• AMK provides microfinance services to poor people in Cambodia that are grounded in sound financial discipline at all levels.

• AMK is committed to openness and transparency in all areas of management and operations.

• AMK is committed to developing processes and services and to adopting behaviors and standards that ensure optimum social performance, including client protection.

• AMK is a learning organization where appropriate exchange and sharing of information contributes to staff development, training, and improvements in policies and systems.

MISSION

AMK’s mission is to help large numbers of poor people to improve their livelihood options through the delivery of appropriate and viable microfinance services.

VISION

AMK’s long-term vision is of a Cambodian society where citizens have equal and sufficient economic and social opportunities to improve their standards of living and where they can contribute productively towards the overall development of the country.

Vision and Mission

Key Milestones AMK REACHES ALL

DISCTRICTS AND

OF ALL COMMUNES IN CAMBODIA.

98%

OPERATING IN VILLAGES

12,513 89%OF THECOUNTRY

AMK IS ONE OF CAMBODIA’S LEADING MFIs IN TERMS OF OUTREACH

345,126 LOAN ACCOUNTS

271,077 DEPOSIT ACCOUNTS

182,309MICRO-INSURANCE

15133BRANCH OFFICES

118SUB BRANCH OFFICES

TOTAL OFFICES

ANNUAL REPORT 20166

DESCRIPTIONS 2005 2010 2015 2016Number of Offices 5 22 146 151

Number of Villages 912 8,032 12,394 12,513

Coverage of Total Villages in Cambodia 7% 57% 88% 89%

Number of Staff 108 844 2,126 2,349

Number of Active Accounts 73,946 512,460 499,691 616,271

Number of Active Loan Accounts 73,073 507,882 335,837 345,126

Loan Portfolio (USD) $10,174,859 $31,715,578 $128,318,668 $151,146,698

Number of Deposit Accounts 873 4,578 163,854 271,077

Deposit Balance (USD) $0 $1,929,691 $66,942,872 $90,671,972

Number of ATM / CDM - - 54 58

Number of Active Micro-insurance - - 127,057 182,309

Net Profit (after tax, USD) $13,980 $935,239 $5,016,174 $6,632,341

Operational Self Sufficiency (OSS) 103.4% 113.1% 119.6% 119.4%

Return on Assets (RoA) 0.5% 2.3% 3.7% 3.6%

DESCRIPTIONS 2005 2010 2015 2016Return on Equity (RoE) 0.6% 7.6% 19.2% 20.9%

Portfolio Yield 36.0% 35.3% 33.9% 33.8%

Operating Cost Ratio 36.9% 21.5% 19.5% 18.4%

Average Cost of Funds 12.6% 10.6% 9.4% 9.5%

Leverage Ratio (Debt to Equity) 0.3 2.1 4.3 4.8

PAR 30 Days 0.05% 1.57% 0.41% 1.24%

Write-off Ratio 0.95% 1.14% 0.42% 0.57%

Percentage of Loans ≤USD 500 99.0% 98.5% 88.1% 84.6%

Average Outstanding Loan Per Loan Account (USD) $68 $124 $377 $433

Average Deposit Balance Per Deposit Account (USD) $6 $306 $396 $323

Women Borrowers as Percentage of Total 86.0% 86.0% 82.1% 81.5%

Rural Borrowers as Percentage of Total 90.0% 92.0% 92.5% 96.7%

Drop-out Rate 15% 23% 24% 23%

AMK REACHES ALL DISCTRICTS AND

OF ALL COMMUNES IN CAMBODIA.

98%

OPERATING IN VILLAGES

12,513 89%OF THECOUNTRY

AMK IS ONE OF CAMBODIA’S LEADING MFIs IN TERMS OF OUTREACH

345,126 LOAN ACCOUNTS

271,077 DEPOSIT ACCOUNTS

182,309MICRO-INSURANCE

15133BRANCH OFFICES

118SUB BRANCH OFFICES

TOTAL OFFICES


5-Year Highlights

ANNUAL REPORT 20168

DESCRIPTIONS 2012 2013 2014 2015 2016

I- OPERATIONAL HIGHLIGHTSNumber of Branches 24 27 28 31 33

Number of Sub-Branches 89 101 111 115 118

Number of Villages 10,116 11,358 12,075 12,394 12,513

. Coverage of Total Villages in Cambodia 72% 81% 86% 88% 89%

Number of Staff 1,187 1,444 1,740 2,126 2,349

. Credit Officer 50% 48% 46% 41% 39%

Number of Total Active Accounts 322,098 385,299 431,475 481,890 616,271

Number of Active Loan Accounts 298,247 330,634 336,573 335,837 345,126

. Group Loan Account 91% 90% 86% 81% 79%

. Individual Loan Account 9% 10% 14% 19% 21%

Loan Portfolio (USD) $62,302,159 $79,308,809 $96,333,603 $128,318,668 $151,146,698

. Group Loans 77% 75% 65% 65% 62%

. Individual Loans 23% 25% 35% 35% 38%

Active Loan Account / Avg. Credit Officer 532 483 437 409 372

Loan Outstanding/Avg. Credit Officer (USD) $109,811 $114,346 $122,598 $154,372 $161,008

Number of Depositors with Outstanding Loan 8,780 10,549 14,899 17,803 28,633

Number of Active Depositors 32,631 65,214 109,801 163,856 271,077

Deposit Balance (USD) $9,652,041 $41,081,082 $20,139,879 $66,942,872 $90,671,972

Number of ATM / CDM - - 20 54 58

Number of Micro-insurance Sold - - 9,886 127,057 182,309

5-Year Highlights

GNI per capita in 2015 is $1,070

http://data.worldbank.org/indicator/NY.GNP.PCAP.CD?end=2015&locations=KH&start=2015&view=bar


DESCRIPTIONS 2012 2013 2014 2015 2016

II- FINANCIAL HIGHLIGHTSNet Profit (after tax, USD) $2,886,998 $3,309,115 $4,003,339 $5,016,174 $6,614,180

Operational Self Sufficiency (OSS) 121.4% 119.4% 119.9% 119.6% 119.4%

Return on Assets (RoA) 3.9% 3.6% 3.6% 3.7% 3.6%

Return on Equity (RoE) 19.0% 18.0% 18.3% 19.2% 20.9%

Portfolio Yield 35.7% 35.0% 33.8% 33.9% 33.8%

Operating Cost Ratio 18.9% 18.7% 18.7% 19.5% 18.4%

Average Cost of Funds 10.4% 10.4% 9.9% 9.4% 9.5%

Leverage Ratio (Debt to Equity) 3.2 3.4 3.7 4.3 4.8

PAR 30 Days 0.12% 0.16% 0.15% 0.41% 1.24%

Write-off Ratio 0.39% 0.41% 0.39% 0.42% 0.57%

III- SOCIAL HIGHLIGHTS

Loan Highlights

Average Loan Size / GNI per Capita* (loan disbursed) 29.5% 35.0% 38.7% 47.0% 54.6%

Percentage of Loans ≤USD 500 94.6% 94.2% 92.4% 88.1% 84.6%

Average Outstanding Loan Per Loan Account (USD) $207 $237 $282 $377 $433

. Group Loan Account $178 $201 $217 $304 $344

. Individual Loan Account $526 $589 $702 $718 $774

Average Loan Disbursed (USD) $260 $307 $368 $475 $552

. Group Loan Account $217 $256 $283 $367 $418

. Individual Loan Account $703 $735 $880 $945 $1,046

5-Year Highlights

Loan Portfolio

Return on Average Assets (RoA)

298,247

$62,302,159

330,634

$79,308,809

336,573

$96,333,603

335,837

$128,318,668

345,126

$151,146,698

3.9% 3.6% 3.6% 3.7% 3.6%

DEC-13DEC-12 DEC-14 DEC-15 DEC-16


GNI per capita in 2015 is $1,070


ANNUAL REPORT 201610

DESCRIPTIONS 2012 2013 2014 2015 2016

Deposit Highlights

Average Deposit Balance/GNI per Capita 29.7% 32.6% 37.7% 39.2% 32.0%

Percentage of Deposit with Balance ≤USD 300 94.5% 93.8% 91.6% 92.1% 94.0%

Average Deposit Balance per Deposit Account $261 $287 $358 $396 $323

Money Transfer Highlights

Average Transfer Balance/GNI per Capita* 42.3% 51.7% 48.8% 31.1% 27.8%

Other Social Highlights

Women Borrowers as Percentage of Total 87.3% 85.3% 83.2% 82.1% 81.5%

Rural Borrowers as Percentage of Total 91.0% 97.0% 97.0% 92.5% 96.7%

Drop-out Rate 18% 23% 24% 24% 23%

Depth of Outreach: New Clients (<1 year) Below Poverty Line

. % of New Group Clients Below National Food Poverty Line (est.) 45% 48% 42% 42% n/a

. % of New Group Clients Identified as Poor (Base on ID poor1 and poor2) 29% 37% 37% 34% n/a

. New Group Clients Identified as Poor (Base on ID poor1 & poor2) 16,075 33,510 31,378 23,802 29,988

Loan Portfolio

Return on Average Assets (RoA)

298,247

$62,302,159

330,634

$79,308,809

336,573

$96,333,603

335,837

$128,318,668

345,126

$151,146,698

3.9% 3.6% 3.6% 3.7% 3.6%



AMK's client - Kandal, July 2016GNI per capita in 2015 is $1,070




CONTENTS 13 AMK History

14 Chairman’s Report

16 Chief Executive Officer’s Report

18 Corporate Governance

19 Corporate Structure

20 Board of Directors and Advisory Committees

28 Executive Team

30 Management Team

36 AMK's Clients

41 Social Performance Management Framework

43 Key Social Performance Findings

46 Products and Working Methodology

51 Cambodia Competitive Landscape

52 Risk Management


1990sThe origins of AMK Microfinance Institution PLC. (AMK) trace back to Concern Worldwide’s microcredit interventions.

2002 - 2004As operations grew, in 2002 Concern decided to create a separate microfinance company which became known as AMK. By 2003, AMK was functioning independently of Concern and subsequently received its license from the National Bank of Cambodia (NBC) in 2004.

2005AMK made its first operating profit, had its first external borrowing approved and created a social performance management mechanism. In the following years, AMK experienced rapid growth in its core credit business, extending its branch network to every province in the country.

AMK History

2010 - 2012Strategic transformation was implemented, turning AMK from a rural credit-only business into a broader provider of microfinance services. This strategy was driven by a desire to provide a broader array of financial services to Cambodia’s under served poor population and thereby assist these people to improve their livelihoods. The granting of AMK’s Microfinance Deposit Institution (MDI) license in 2010 represented a key milestone in this journey. It allowed AMK to implement several new products and channels. Deposit products were rolled out to all branches by mid-2011, and a domestic money transfer product was launched in July 2011. Both of these services were expanded to all 113 AMK branch and sub-branch outlets during 2012. AMK also introduced an agent-based mobile banking solution in 2011 and 2012.

2013AMK launched ATMs/CDMs as additional delivery channel to its customers. To give customer easier and more convenient access to AMK deposit services.

2014AMK has partnered with Forte Insurance Company to launch Micro Health and Accident Insurance to its loan clients.

2015 AMK officially launched Smart Kid Savings Account to its clients who want to save for their kid’s future to gurantee that even they are in trouble, their kids are still able to achieve thier dream.

2016AMK Microfinance Institution Plc. (AMK) maintained the total active account numner of 616,271

of which the number of active loan accounts has increased to 345,126 with a loan portfolio of over USD 151,146,698. The number of active depositors has increased to 271,077 with deposit balance of USD90,671,672. AMK also offered micro-insurance on health and accident to 182,309 of its loan clients nationwide to cover them from undue financial stress.

AMK operates in 12,513 villages. This outreach represents 89% of all villages nationwide. In addition AMK has 151 offices with 2,349 experienced staff, 58 ATMs/CDMs and 2,500 agents operating in 25 provinces and city.

Chairman’s Report

It gives me pleasure to report on another good year for Cambodia as well as AMK. Cambodia continued to move ahead on its socio-economic indicators and moved from a ‘low-income’ to a ‘lower middle-income’ country under the World Bank’s classification, based on its increased national income and GDP. Overall, it experienced a GDP growth estimated at 6.9% (2015: 7.04%)1, remaining one of the very few countries that have consistently shown this level of economic growth. Another important indicator –particularly for AMK - is the level of financial depth as measured by the share of private credit in the economy. The last few years have seen a rapid increase, and the overall level of private credit to the GDP has doubled during 2012-2015 and is currently estimated at 63.1% (The World Bank, 2016). The International Monetary Fund, in its assessment during 20162, mentioned this rapid increase fueled by the

1 http://data.worldbank.org/country/cambodia 2 https://www.imf.org/en/NewsArticles/2016/07/18/13/34/ PR16343-Cambodia-IMF-Staff-Completes-2016-Article-IV-Mission

real estate and construction sectors as a systemic risk to the economy.

AMK continued its progress while remaining mindful of the emerging risks to its credit activity. It has, over the years, placed significant emphasis on its non-credit business to diversify its lending risk but also to ensure that customers have access to a range of financial services and credit does not remain the only affordable financial product for lower income Cambodians.

After a strong start of its micro-insurance operations in 2015, AMK significantly expanded its reach during 2016 in partnership with Forte Insurance. The positive results from its micro-insurance expansion can be seen in the high level of enrolments during the year. By the end of 2016, Forte and AMK had signed an agreement alongside the Cambodia-Laos-

TANMAY CHETANCHAIRMAN, BOARD OF DIRECTORS


Myanmar Development Fund, to launch a joint venture micro-insurance company to further the start made in 2016. This will further solidify the provision of micro-insurance in Cambodia.

In similar vein, the strong customer response to AMK as a deposit taking institution was reflected in a strong 35% growth in deposits during the year. AMK continued to be perhaps the only significant deposit taking institution in the country with a larger share of local currency deposits, which signals the depth of its deposit business and its commitment to the small depositors in Cambodia. Almost two thirds of AMK’s depositors use its agent network to deposit and withdraw their savings, another first in the financial sector of the country.

The year 2016 was also a year of sustained progress on AMK’s other business line of payment processing, which encompasses not just

domestic remittances but also bulk payments, bill payments and merchant payments. AMK was able to grow steadily in this business line during the year.

AMK’s loan business remained steady as it retained the largest share of small rural customers in the industry. Its loan book grew organically as it is slowly diversifying into a few new market segments such as education and SMEs. At the same time AMK also experienced a manageable but noteworthy deterioration in its portfolio quality. While its portfolio quality remains very good and is comparable with the overall industry, its management and Board is closely monitoring the effects of increased credit in the market and is adjusting its approaches accordingly. While this rapid increase in credit availability across the country determined much of AMK’s cautious approach to credit operations

during 2016, we nevertheless expect to stay relevant by providing responsible but competitive loan products in the years to come.

As always, much of the above achievements are due to AMK’s strong management and staff, both in their skills as well as their commitment. On the behalf of the Board, I thank our CEO Kea Borann, our senior management team as well as our branch and head office teams for their continued strong performance.

The AMK Board has been an important guide to the management and it continued its strong support mixed with close scrutiny during the year, for which I thank all members of the Board and its committees. Lastly, my appreciation to the shareholders and customers of AMK for their support to the activities of 2016, without which much of what AMK achieves would not be possible.


Chief Executive Officer’s Report

The fiscal year 2016 was another year of good progress for AMK in realization of its goal to provide a ‘one-stop shop’ financial service to low income people in Cambodia in a viable manner, by providing its clients with multiple product lines including loans, deposits, health and accident insurance, money transfers, payroll services, and other payment services through its network of direct reach, branch offices, mobile payment agents, and ATMs/CDMs.

As of end-2016, AMK worked with 2,349 staff members throughout its 151 offices across the country. The number of ATM and CDMs increased to 58, and the machines processed over 311,000 cash transactions with approximately USD35.7 million in value. The number of mobile agents remained stable during the year, at around 2,500 and offered a range of services such as money transfers, deposits collections and withdrawals, and bill payments.

AMK’s geographical coverage increased to 89% of total villages in Cambodia at the end of 2016, with 345,126 active loan accounts and

271,077 active deposit accounts. The number of accounts has increased this year by 23.4%, up from 495,439 in 2015. Internal research shows that customer satisfaction rates remain high at 91% for loan client and 97% for deposit clients. Customers with both a savings and a loan balance with AMK also increased by 61%, to 28,633 in 2016. Moreover, as many as 57% of borrowers also bought the launched Health and Accident Insurance Policies which shows the immense potential of insurance products.

Business performance remained strong, with a Return on average Equity at 20.9% and Return on average Assets at 3.6%. This was achieved despite a deliberate slowdown in the credit operations in response to over-crowding in some market segments, which resulted in increased levels of Non-Performing Loans which were at 1.2% at year-end. Careful cost management and improvements in efficiency/productivity led to the strong financial performance despite these challenges. The operating cost ratio therefore dropped from 19.5% in 2015 to 18.4% in 2016.

KEA BORANNCEO


I am pleased to provide further details of each business line below.

CREDIT AND MICRO-INSURANCE

During the year the number of active loan accounts increased by 2.7% to 345,126 while the outstanding loan portfolio increased by 17.8% to over USD151 million at the end of 2016. The average loan outstanding per client stands at USD433 (USD344 for group loans and USD774 for individual loans). AMK continues to be focused on its core rural market, as evidenced by the fact that an overwhelming 96% of AMK’s clients reside in rural areas. According to the PPI index, the industry standard tool for measuring poverty, about 43% of AMK loan clients are classified as poor using 150% government definition of poverty. AMK aims to remain the first choice for those Cambodians who continue in their efforts to break out of poverty. AMK’s client retention rate, a proxy measure of satisfaction, improved marginally from 76% in 2015 to 77% in 2016 using industry definitions (MIX Market). AMK launched nationwide Health and Accident Insurance (H&A) during 2015 with the aim of creating an affordable social safety net for unexpected shocks faced by many clients.

As of end 2016, 182,309 A policies had been sold to AMK’s clients, up from 127,057 in 2015.

For 2016, USD651,495 were paid out as claims to policy holders, translating to a 55% claim ratio and showing the utility of this product for clients. During 2016 AMK also tested a Weather Index Insurance in two provinces and issued 86 policies covering 110 hectares of paddy cultivation. AMK aims to learn more about the relevance and suitability of this product in the coming year.

DEPOSITS AND SERVICES

AMK continues to offer a wide range of deposit options to the public. Approximately 89% of AMK depositors are classified as ‘small depositors’ who hold less than USD50 balances, showing its depth in the market. During 2016 the number of deposit accounts increased markedly by 66% to 271,077. The average deposit balance per account is approximately USD323, and the overall deposit balance has increased to USD90.67 million, up from USD66.94 million in 2015. Off Balance Sheet, fee based business lines also continue to evolve in 2016. AMK offer multiple services such as money transfer, payroll and other type of payment services throughout its channels. The total number of transaction has increased by 31% during to 2016.

The 2017 macro-economic outlook is forecast to be stable at GDP growth rate of 7.1% and

inflation at 3.4%1. AMK expects to continue its business line establishment with an even stronger focus on the below to retain its market leadership:

Q Enhancing overall risk management, especially the credit underwriting process, credit risk management, overall enterprise risk management and Balance Sheet risk management (including liquidity risk)

Q Digitization of operational processes for better controls and efficiency

Q Further integrating its channels and services for better customer experience

Q Continuing to develop a robust core technology

On behalf of management and staff, I would like to thank our Shareholders, the Chairman, Directors, and Committee Members for their leadership, support, and guidance throughout the year. I would like to also thank my colleagues, both management and staff, especially our field staff, for their hard work, diligence, and commitment to providing the best service for our clients. Lastly, I would like to express my sincere appreciation to all stakeholders, especially the National Bank of Cambodia, for their continued support to AMK and to building an inclusive financial sector.

1 https://www.adb.org/countries/cambodia/economy



AMK’s shareholders appoint the Board of Directors which is responsible for overall governance and strategic guidance of the institution. The nine-member Board (including the CEO) has broad expertise in areas such as finance, audit, law, and development, as well as extensive experience in microfinance,

commercial, and investment banking.

The board of Directors appoints the Chief Executive Officer (CEO) who works with an executive committee. The executive committee consists of Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Business Officer (CBO, Deposit & Channels), Chief Business Officer (CBO, Credit & MI), Chief Information Officer (CIO), and Chief Risk Officer (CRO). This committee in turn oversees the broader Management Team and the Management Team

consists of Heads of Department.

The first four committees perform traditional corporate governance functions. The Social Performance Committee advises the Board on AMK’s performance in term of poverty outreach, product suitability, client protection, and overall social responsibility.

Corporate Governance

1. Agora Microfinance N.V. (AMNV)2. Rural Impulse Fund II S.A., SICAV-FIS (RIF II)3. Société de Promotion et de Participation pour la Coopération Economique S.A (PROPARCO) 4. Cambodia-Laos Development Fund S.C.A., SICAV-SIF (CLDF)5. AMK Staff Association (AMK-SA)

AS THE END OF 2016,

AMK’S SHAREHOLDERS

BOARD STANDING COMMITTEES

1. Audit and Finance Committee (AFC) 2. Board Risk Committee (BRC)3. Remuneration, Nominations and Corporate Governance Committee (RNCG)4. Board Asset and Liability Committee (Board ALCO)5. Social Performance Committee (SPC)


CHIEF EXECUTIVEOFFICER

BOARD OF DIRECTORS

SOCIAL PERFORMANCECOMMITTEE

BOARD ASSET & LIABILITYCOMMITTEE

AUDIT & FINANCECOMMITTEE

REMUNERATION, NOMINATIONS& CORPORATE GOVERNANCE

COMMITTEE

BOARD RISK COMMITTEE

ALCO COMMITTEE CREDIT COMMITTEE MANAGEMENT RISKCOMMITTEE

EXECUTIVE COMMITTEE

INTERNALAUDIT

IT COMMITTEE

MANAGEMENTINFORMATION SYSTEM

CORE BANKINGSYSTEM

IT-INFRASTRUCTURE

IT-SECURITY

HUMAN RESOURCE

TRAINING

RESEARCH

MARKETING& COMMUNICATION

CALL CENTER

CHIEF INFORMATIONOFFICER

CHIEF RISK OFFICERCHIEF BUSINESS OFFICER,DEPOSIT & CHANNELS

DEPOSIT & SERVICES

BRANCHLESS BANKING& CHANNEL MANAGEMENT

DEPOSIT & BRANCHLESSBANKING PRODUCT

DEVELOPMENT

RETAIL CREDIT

CHIEF BUSINESS OFFICER, CREDIT & MICRO-INSURANCE

SME CREDIT

CREDIT PRODUCTDEVELOPMENT

CREDITPORTFOLIO

MICRO-INSURANCE

FINANCE

TREASURY

PROCUREMENT& PROPERTY

CHIEF FINANCIALOFFICER

OPERATIONAL RISK

COMPLIANCE

CREDIT & PORTFOLIO RISK

BRANCH

Corporate Structure

BOARD OF DIRECTORSAND ADVISORY COMMITTEES


Tanmay Chetan is the co-founder of the Agora Group, wherein he manages the group’s equity investments across Asia and Africa. Tanmay’s previous experience includes microfinance ratings, consulting and operations, and as the CEO of AMK from 2003 to 2007. Tanmay holds an MBA from IIFM, India and a Master’s in Public Administration from the Harvard Kennedy School.

Borann was appointed as CEO of AMK in 2012. Borann has been with AMK for over 10 years since 2004 and has held various leadership roles throughout the development of the organization such as: Finance Manager, CFO, and Deputy CEO. Before joining AMK, he worked for another MFI as Finance Director. He holds a BBA in Finance and received ACCA (Association of Chartered Certified Accountants) accreditation and was accepted as an ACCA member in 2008.

Adrian, raised in Bulawayo, Zimbabwe, brings 19 years of finance experience to the AMK board. He began his career with PricewaterhouseCoopers in audit and advisory services. He has worked in the NGO sector for the last eight years, including five years as the Financial Controller and then Finance Director of Concern Worldwide. Adrian is currently the Chief Financial Officer of UNICEF Australia.

Pete is currently Head of Strategy and Business Development at the newly merged Irish NGO Gorta-Self Help Africa (GSHA). GSHA focuses on agriculture and enterprise development in Africa. Prior to the merger, Pete served as the CEO of Gorta, Ireland’s oldest NGO. Pete has a long history of involvement with AMK, having served on the Board of Directors since 2006 and served as CEO from 2010 to 2012.

Pete began his career as an accountant and then management consultant working for Arthur Andersen in the US and China. He then led a successful technology start-up in the US before switching to the development sector in 2005. Pete earned a Bachelor of Science in International Relations and Philosophy from University of Scranton (USA), followed by an MA in European Integration from the University of Limerick (Ireland), and a MBA from Tulane University (USA).

KEA BORANN Director and CEO

TANMAY CHETANDirector, Board Chairman,

Chairperson of Remuneration, Nominations, and Corporate

Governance Committee, Member of Audit & Finance

Committee

ADRIAN GRAHAMDirector, Chairperson of

Audit & Finance Committee, Member of Board Risk

Committee

PETE POWERDirector, Member of Social Performance Committee & Audit & Finance Committee


Dr. Tip Janvibol is senior managing partner of Tip & Partners. He is a licensed attorney and authorized to practice law in Cambodia. He obtained a Doctor Degree (PhD) from California Coast University, Master Degree from University of Massachusetts, Lowell and Bachelor degree from University Maine at Preque Isle. He has acted in both small and large-scale transactions involving both individual and corporate clients. Dr. Tip has served as consultant and legal adviser to numerous national and international institutions, including United Nations, World Bank, ADB, and other major corporations in Cambodia. Dr. Tip is an active member of both legal and business community in Cambodia.

Rebecca is the co-founder and Managing Director of Agora Microfinance N.V., and Director of Operations of Agora Microfinance Partners LLP. Rebecca has over 15 years of experience in banking, capital markets and microfinance. In her banking experience she has held different positions with Depfa Bank Plc, Credit Suisse First Boston, Paribas, and UBS. Rebecca holds a Diploma in Corporate Finance from the London Business School, and a Bachelor of Arts in European Studies from Scripps College, California.

Joshua Morris is a Founding Partner and Managing Director of Emerging Markets Investments (EMI), a Singapore- registered, Cambodian-based Investment Advisory business. He is a co- founder of EMI’s parent company, Emerging Markets Group Holding and its first operating business, Emerging Markets Consulting. Joshua is a member of the board of the group’s holding company which oversees EMC and EMI. Before relocating to Cambodia, Joshua held senior management positions in marketing and corporate development for technology start-ups and a NASDAQ-listed e-commerce business. Prior to these management roles, Joshua spent five years in management consulting in the health care and insurance industries in the United States. Joshua holds an MBA from Harvard Business School (1998) and a BA cum laude from Harvard University (1992).

Dina is Incofin East Asia Regional Director and Social Performance Manager, based in Phnom Penh Cambodia. She also sits at the BOD of the Social Performance Task Force (SPTF) and co-chairs the Social Investors Working group. Dina manages a portfolio of USD 80 million, serving more than a dozen of financial service-providers across East Asia. Previous to joining Incofin, Dina lived in the Philippines, where she worked as a senior analyst for the microfinance specialized rating agency Planet Rating.

Dina also lived in China, she was part of the team which set up MicroCred Nanchong in Sichuan. She also led capacity building projects.

Michael’s corporate career with financial institutions spans over 20 years. He was in charge of Governance ERM, Credit Approval and Risk Management Operations for Asia Pacific Region. His executive positions were: Chief Risk Officer- AIG Group, CRO- Standard Chartered Bank’s global JV in payment solutions, Senior Regional Risk Head-CAI Investment Bank, Chief Credit & Risk Head-commercial banks in Hong Kong. He co-owned PE Investment business including entities sold and listed in Singapore. His company also provides Risk Advisory and Specialized Training services. Michael is a Chartered Accountant and holds a Masters in Finance from New York. He is a Member of Institute of Directors and Board Member of Risk Management Association. Prior to his service with AMK, he was an Independent Director/Chairman of Board Risk Committee as well as Board Risk Advisor for two MFIs in Cambodia. He was designated Master-Trainer Consultant for HSBC Global Compliance Risk Project and a certified corporate trainer-vendor for global rating agencies in Asia.

TIP JANVIBOLDirector, Member of

Remuneration, Nominations, and Corporate Governance

Committee

REBECCA MCKENZIEDirector, Chairperson

of Board Asset and Liability Committee, Member of


Committee

JOSHUA MORRISDirector, Member of


Committee

DINA PONSDirector, Chairperson of Board

Risk Committee, Chairperson of Social Performance Committee,

Member of Board Asset & Liability Committee

MICHAEL GOHDirector, Member of Board Risk Committee, Member

of Board Asset and Liability Committee


Edwin works as a Private Equity Manager at Incofin Investment Management and previously gained over 8 years investment experience at two venture capital funds. He has served on the Board of Directors in over 10 companies in various sectors including financial services, life sciences, and information and communications technology. Edwin holds a M.Sc. in Management (Commercial Engineer), supplemented with a M.Sc. in Applied Economics from KU Leuven, Belgium.

Seida is a certified public accountant, a fellow member of Association of Certified Chartered Accountants (ACCA), UK, and a certified internal auditor from USA. She also holds a Bachelor’s Degree in Accounting. Seida has over 10 years of experience in auditing and financial management. Her expertise is in the fields of accounting, auditing (both external & internal), review and setting up internal control structure, policies and procedure. She is currently the Managing Partner of Fii & Associates, an accounting firm. Prior to this, Seida was a financial management specialist with the World Bank for a period of five years and was Audit Manager with one of the big four auditing firms for a period of six years in the audit and advisory services in Cambodia and Malaysia.

Olga is part to Agora group and currently the CEO of Agora Microfinance Zambia. She has over 15 years of experience in financial inclusion and rural finance as a manager, consultant and researcher. From 2003 to 2009, Olga was a manager and advisor at AMK, where she led the work on analyzing client-level data and linking results to decision- making. Olga holds a PhD from Universidad Complutense and a Master of International Affairs from Columbia University (SIPA).

Frances Sinha is Co-Founder of the development consultancy EDA Rural Systems and the specialist rating agency M-CRIL. A graduate from Oxford University and the London School of Economics, UK, she has lived in India for over 25 years. She has in-depth experience of microfinance and livelihoods, and has contributed to the global work pioneering social performance in microfinance – through the development of social rating and social performance reporting. Currently she is leading teams for impact research, social performance management and client protection assessments in India and the region.

EDWIN ZIMMERMANNMember of Remuneration, Nominations, & Corporate Governance Committee

HENG SEIDA Member

of Audit & Finance Committee

OLGA TORRESMember of

Social Performance Committee

FRANCES SINHAMember of Social

Performance Committee


AUDIT AND FINANCE COMMITTEE (AFC)

This committee is responsible for ensuring the integrity of the company’s financial statements, reporting and disclosure practices and that information provided to the public and the National Bank of Cambodia (NBC) is clear, accurate and reliable. The committee also performs the following tasks on a regular basis:

• Reviews the company’s accounting policies and internal control systems

• Monitors the integrity of the financial statements of the company

• Reviews and recommends audited financial statements for the Board’s approval

• Make recommendations to the Board for shareholders’ approval on the appointment of the external auditors

• Monitors and reviews the external auditor’s independence, objectivity and effectiveness

• Monitors and reviews the effectiveness of the company’s internal audit function

Board Committees

In 2016, the AFC met 3 times to discuss the following strategic issues:

• Approved interim 2016 financial reports

• Discussed material audit findings and feedback for rectification and improvement

• Discussed strategic review of internal audit function and approved the 2017 Internal Audit Plan

• Reviewed and discussed the impact on AMK’s financial statements of the adoption of new International Financial Reporting Standards (IFRS)

• Discussed and recommended the 2017 Budget to the Board for approval

BOARD RISK COMMITTEE (BRC)AMK board and management strongly believe that sound risk management is crucial to the success of AMK’s business activities as a Deposit Taking Microfinance Institution. Our philosophy is to ensure that the risks that we take are helping us to achieve our business strategy and

corporate goals while remaining in line with risk appetite. Ultimate responsibility for setting the risk appetite and for the effective management of risk rests with the Board of Directors.

Acting within an authority delegated by the Board of Directors, the BRC has responsibility for oversight and review of overall enterprise risks including, but not limited to, business and strategy, credit portfolio quality and concentration, capital planning, liquidity and funding, technology, operational, and reputational risks. It reviews AMK’s overall risk appetite and make recommendations thereon to the Board. The responsibilities also include reviewing the appropriateness and effectiveness of the whole AMK’s risk management systems and controls, considering the implications of material regulatory changes and the growth of AMK’s business within the evolving competitive landscape.


In 2016, the BRC meeting was held 3 times and has taken significant steps to enhance the company level risk manvagement framework. Key achievement of BRC in 2016 includes:

• Complete set-up of overall risk appetite framework including relevant thresholds

• Whole Enterprise Risk Management Key Risk Indicators (ERM KRI) is enhanced to include the increasing technology risk and other emerging risks related to market penetration and competition evolution

• Micro and Small Medium Enterprise (MSME) credit policy is approved to cater to AMK’s need in its diversification into the MSME market

• Holistic credit manual for Group and Micro loan is simplified to enhance internal control and risk ownership at field level

• Comprehensive risk register for overall AMK from the top executive level to the branch management is completed.

• Business Continuity Policy is approved and put for the implementation in 2017.

• Detailed policy and procedures of Anti-Money Laundering (AML) and Know Your Customer (KYC) is reviewed and approved to comply with the National Bank of Cambodia’s new requirements.

REMUNERATION, NOMINATIONS, AND CORPORATE GOVERNANCE COMMITTEE (RNCG)

This committee is responsible for overseeing the remuneration of employees of the company and making sure that they are fairly rewarded for their contribution to the company’s performance. This committee is also responsible for the selection of Board members, senior managers and non-executive directors. It is entrusted to oversee the induction of new members, arrange briefings to keep the Board up to date on developments in corporate governance, update Board members about the role of the board and their responsibilities like for example, legal obligations. In regards to corporate governance, the committee is expected to ensure that the Board works according to best practice, ensure the overall effectiveness of the Board, and to undertake or facilitate periodic self and peer evaluations of the Board.

In 2016, RNCG held two meetings and provided the following oversight and resulting recommendations to the board

• Appointment of new Directors/ re-appointment of existing Directors

• Reviewed and recommended the

remuneration on director fees

• Reviewed and recommended the remuneration for AMK’s staff and management

• Reviewed and recommended performance incentive policies and other benefits

SOCIAL PERFORMANCE COMMITTEE (SPC)

This committee is intended to assist the Board of Directors in its oversight of the social value of AMK’s work. Its work including assessing the implications of AMK’s business strategy on the achievement of its social mission. The committee is also in charge of advising on the reliability of the analytical and reporting methods and frameworks with respect to the main dimensions of social performance (depth of outreach, demand-driven products, client protection, social responsibility and contribution to positive change for client households). From 2016 to Q1 2017, the SPC has held one informal meeting with 2 members and 2 formal meetings through conference calls to grade AMK’s Social Performance Framework which can be found in page 42 of this report.


BOARD ASSET AND LIABILITY COMMITTEE (BOARD ALCO)

The Board Asset and Liability Committee (Board ALCO) provides the Board with strategic input regarding the Company’s balance sheet management and serves as the approving body for Asset and Liability Management (ALM) policies. Board ALCO is responsible for the strategic management of interest and liquidity risk of the Company with the objective to maintain sustainable growth and profitability and maximize shareholder value.

The committee performs the following tasks on a regular basis:

• Reviews the Company’s liquidity and funds management

• Evaluates the Company’s interest rate, liquidity and foreign exchange risk tolerance

• Reviews periodic stress testing on key market drivers and their impact on ALM strategies

• Reviews and recommends funding strategy and contingency funding plan

• Recommends for approval all policies relating to ALM

• Reviews new product offerings and changes and their impact on profitability, liquidity and foreign currency exchange position

• Reviews the annual budget and strategic plan with regards to balance sheet management.

In 2016, the Board ALCO meeting was held 3 times to discuss the following key strategic issues in relation to balance sheet risk management

• Approved the ALM tools which enables the Company to proactively quantify financial risks

• Reviewed the impact of new regulations on balance sheet risk management and recommended to the board the strategies to mitigate the balance sheet impact.

Q PRAKAS on Liquidity Coverage Ratio issued in December 2015;

Q PRAKAS on Minimum Registered Capital of Banking and Financial Institutions issued in March 2016, and

Q PRAKAS on Provision of lending in National Currency of Banking and Financial Institutions issued in December 2016

• Reviewed 2016 financial projections, quantifying the financial risks and recommended to the board the strategies to manage the risks.

• Reviewed and monitored the financial Key Risk Indicators

• Reviewed and recommended new balance sheet products issued in 2016, assessing the key products features which could impact the maturity mismatch, currency mismatch and net interest margin. • Reviewed and recommended to the board for approval the Contingency Funding Plan policy.

• Reviewed the Stress Tests conducted by management pertaining to the Contingency Funding Plan.

• Reviewed the 2017 budget in respect to balance sheet management, liaised with other committees on other aspects of the budget and proposed to the Board its approval alongside other committees.

AMK Board Meeting - Phnom Penh, March 2016


EXECUTIVETEAM


Borann was appointed as Chief Executive Officer of AMK in 2012. He has been with AMK over 10 years since 2004 in different roles, and has held various leadership roles throughout the development of the organization such as Finance Manager, CFO, and Deputy CEO. Before joining AMK, he worked for another MFI as the Finance Director.

Borann holds a BBA in Finance and Accounting. He received ACCA (Associa- tion of Chartered Certified Accountants) Accreditation and was accepted as an ACCA member in 2008.

Sokha joined AMK as its Chief Business Officer in 2012. He has more than 15 years of experience in international trade, microfinance and banking. He has worked as a Sales Manager, Marketing & Communication Manager, Business Relations Manager and Head of Marketing & Product Development. Sokha also worked as a consultant for some projects in microfinance product development and savings mobilization in Cambodian rural areas for ADB and a microfinance project managed by GRET/CEDAC.

Sokha holds a Bachelor’s Degree in Management and Marketing from MVU University and received an MBA from Charles Sturt University in Australia. He also did a post-graduate study on Finance Development Program at NAROPA University, USA.

Pisey joined AMK in 2009 as Regional Manager, he was promoted to Head of Credit department in 2012. He is now promoted as Chief Business Officer for Credit and Micro-insurance. Pisey has ten years’ experience in the microfinance sector. Before joining AMK, he held various positions at other MFIs including Credit Agent, Teller, District Manager, Senior Auditor, and Branch Manager. He has attended several training courses related to microfinance.

He holds both bachelor and master’s degrees in general management from the Build Bright University in Phnom Penh.

Kosal joined AMK in April 2015 as Chief Information Officer. He has more than 14 years of experience in IT career, moving from IT support level to a senior IT manager in many multinational companies. This had been a long journey where lots of challenges and changes have happened and have been adapted successfully.

Kosal holds a Master’s Degree in IT Management from INNOTECHCBAM.

Phally joined AMK as Chief Risk Officer in September 2015. She has over 10 years of banking experience in Cambodia and overseas and she held various roles in credit, risk, relationship banking, transaction banking, product development, trade finance, and wealth management. Prior to joining AMK, she sat as one of the executive members with one international bank in overseas.

Phally was awarded a two-year French government funded scholarship where she earned her Master Degree in Banking from University of Lumière Lyon II, France.

HUOT SOKHA Chief Business Officer,

Deposit & Channels (CBO)

SUON PISEYChief Business Officer,

Credit & Micro-insurance (CBO)

SOK KOSALChief Information

Officer (CIO)

PUTH PHALLYChief Risk Officer

(CRO)

KEA BORANN Chief Executive Officer (CEO)


MANAGEMENTTEAM


Chandraboth joined AMK in 2004 as an information Technology Officer working to develop research applications. He was promoted to Senior Technology Engineer in 2007 and became Technology Development Manager in 2008. In 2011, He was promoted to Head of Management Information System.

Chandraboth holds a Bachelor Degree in Management Infor-mation System, a Bachelor’s Degree in English Education, and A Master’s Degree in Information Technology from Sikkim Manipal University in India.

PREM CHANDRABOTHHead of Management Information System

Department

Chantha first joined AMK as a Senior Inspections Officer in 2005 and was promoted to the position of Inspection Manager in 2007. She subsequently moved to the treasury department in 2008. Before joining AMK, She worked for the National Bank of Cambodia in the Banking Supervision Department for three years.

Chantha holds a Bachelor’s Degree in Accounting from the National University of Management and is studying under the ACCA program.

Viriny joined AMK as an Accountant and Administrator in 2003 when AMK was formed. She was promoted to Accounting Manager in 2008 and then to Head of Finance in 2010. Previously, she was an accountant for a private company. With her experience and qualification, she brings value to AMK by managing the Finance Department to ensure the high quality of accounting information in fulfilling AMK’s requirements.

Viriny holds a Bachelor's Degree in Finance and Banking from Royal University of Law and Economics Science (RULES) and completed as an affiliate of Association of Chartered Certified Accountants (ACCA) from UK.

Sophy possess about 10 years of experience in microfinance focused on research. She served as the Head of Research from 2012-2016 to ensure the high quality of market and social research in order to implement and fulfill AMK’s short and long term strategy. She became head of deposit & branchless banking product development in mid-2016. In her current role, she focuses on overall management of Product Development and ensures that AMK is in the forefront of Cambodian microfinance market in terms of diversifying product offerings to meet customers’ needs.

She holds a Bachelor’s Degree in Agricultural Science from the Royal University of Agriculture, Cambodia and a Master’s Degree in Rural Development Management from Khon Kean University, Thailand.

ROEUNG VIRINY Head of Finance

Department

LONG CHANTHAHead of Treasury

Department

PUM SOPHYHead of Deposit &

Branchless Banking Product Development Department

Kinal joined AMK in 2008 as Head of Marketing and Communication. He previously worked for a range of private companies for over 14 years as a Lecturer, Project Manager, Marketing Manager, Operations Support Director, and General Manager. He is also selected as member of the Board of Directors of AMK Staff Association (AMK-SA).

Kinal holds a Bachelor’s Degree in Public Law from the Royal University of Law and Economics and an MBA in Management from Phnom Penh International University.

NANG KINAL Head of Marketing & Communication

Department


Chakriya joined AMK in 2011 as Mobile Banking Operations Coordinator. Before joining AMK, she worked as an assistant IT manager at a garment factory for more than seven years. She was promoted to Call Center Manager in 2013 and to Head of Call Center in 2015.

Chakriya holds an Associate Degree in Accounting from the National Institute of Business, a Bachelor’s Degree in Computer Science from the Royal University of Phnom Penh, and a Master’s Degree in Information Technology from Norton University of Cambodia.

MUT CHAKRIYAHead of Call Center

Department

Pisak was appointed to be Head of Human Resource Department in 2013. She joined AMK as Training Manager in 2011 and was promoted to be Head of Training Department in 2012. Pisak has over 10 years’ experience in many different sectors including private company, Microfinance Institution, international and local NGOs in Training & Development Work. Currently Pisak is also selected as a member of the Board of Directors of AMK Staff Association and Chairwoman of HR CLUB of Cambodia Microfinance Association (CMA).

Pisak holds a Bachelor’s Degree in Marketing and Master’s Degree in Management from the National University of Management (NUM).

PEAING PISAKHead of Human Resource

Department

Thavuth joined AMK as an Internal Audit Officer in 2006 and was promoted to Inspection Team Leader in 2008. He was then promoted to Head of Internal Audit in 2012.

Thavuth holds a Bachelor’s Degree in Finance and Accounting from the National University of Management and a Master’s Degree in Accounting from Vanda Accounting Institute.

Before serving as Head of Branchless Banking and Channel Management, Roattana joined AMK as Mobile Banking Manager in 2010. He also had various experiences with MNO and FMCG industry.

Roattana holds an MBA in International Business from IAE-Lyon Business School, Jean Moulin Lyon III University, France.

Panha joined AMK as the Head of Procurement and Property in 2013. Before joining AMK, he had six years of experience with various multinational companies, where he worked as Management Support Officer, Administrative Support Officer, Lead Administrative and Operations Support, Operations Support Manager, and head of Administration.

Panha holds a Bachelor’s Degree in Tourism and Hotel

HEAK THAVUTHHead of Internal Audit

Department

CHEA ROATTANAHead of Branchless Banking

& Channel Management Department

KOUCH SOPANHAHead of Procurement & Property Department


Menghong joined AMK as Saving Manager in 2012. Before joining AMK, he had six years of experience in various companies and organizations, where he worked as customer relationship officer, Micro-insurance Urban Market Manager, and Micro-insurance Business Specialist. He was promoted to Head of Deposit & Services in January 2015.

Menghong holds a Bachelor of Development Economics and a Masters of Business Administration from Norton University.

Heng joined AMK in 2011 as Senior Business System Analyst. He had ten years of experience in the microfinance sector. Before joining AMK, he held various positions at other MFIs including Teller, Field Trainer, General Trainer, and System Training Manager. He has attended several training courses related to microfinance. He was promoted to Head of Core Banking System in 2015.

Leapheng holds both a Bachelor’s and a Master’s Degree in Banking and Finance from Build Bright University in Phnom Penh.

Vanna joined AMK in 2013 as Training Manager. He has over ten years of experience in the microfinance sector. Before joining AMK, he held various positions at other MFIs including Credit Officer, Quality Assurance Officer, Provincial Branch Manager, Trainer, and Training & Develop- ment Manager. He has attended several training courses related to microfinance both locally and overseas. He was promoted to Head of Training in 2015.

Vanna holds both a Bachelor’s Degree in Economics Develop-ment and a Master’s Degree in General Management from the Royal University of Law and Economics in Phnom Penh.

Vandy joined AMK in 2013 as Senior Network Infrastructure Engineer. He was promoted to Technical Support/IT Infrastructure Manager in 2014. He is now promoted to Head of IT Infrastructure Department. Vandy has over 7 years of experiences in IT Career. Before joining AMK, he held various positions at other ISP companies, such as Technical Support Officer, Senior Technical Support, and Technical Project Coordinator.

Vandy holds a bachelor’s degree in IT Computer Science from the Norton University.

ANG LEAPHENG Head of Core Banking System Department

HEAN MENGHONGHead of Deposit &

Services Department

CHEANG VANNAHead of Training

Department

VA VANDYHead of IT Infrastructure

Department


AMK set up various committees at management level to handle and manage various aspects of company operation according to the nature of its business and risk that AMK takes. Those committees are:

EXECUTIVE COMMITTEE (EXCO)

EXCO (chaired by the CEO and meets on monthly basis) is responsible for ensuring that AMK operates efficiently. It oversees a wide range of topics including: strategy and execution, performance management, policies development, and any other types of risk that emerges during AMK’s strategy execution including reputational risk.

MANAGEMENT RISK COMMITTEE (MRC)

MRC’s role is to monitor the implementation of the Company’s overall enterprise risk management. This includes operational risk, compliance management and AML/CFT (anti money laundering and combating terrorism) related policies and procedures.

Management Committees

MANAGEMENT ASSET AND LIABILITY COMMITTEE (MANAGEMENT ALCO)

Management ALCO’s primary responsibility is to manage all on and off balance sheet positions. The committee ensures that interest rate, maturity, currency, liquidity and other financial risks inherent in the mismatches between the institution’s assets and liabilities are properly reported, analyzed and managed. This allows for the continued and sustainable growth of AMK while managing associated risks

CREDIT COMMITTEE (CRC)

CRC is responsible for the monitoring and implementation of sound credit risk management in lending practices including: compliance with credit policies, sound lending practices and the monitoring of portfolio quality. The committee is responsible for setting portfolio exposure limit (via client portfolios, sector or product) analyzing delinquency trend and reasons and taking remedial actions if needed.

IT COMMITTEE (ITC)

ITC is responsible for providing strategic guidance for managing overall technology systems and IT risks within AMK. The investment in IT for both short and long term must be in line with AMK’s business strategy and account for the institution’s increasing sophistication. The priority of system development and investment must meet the overall priorities of AMK’s business and user requirement in order to ensure data reliability and safety.

ANNUAL REPORT 2016 35AMK's client - Svay Reing, September 2016


In year 2016, AMK has 345,126 active loan clients and 81.5% of them are female clients. The average age of AMK loan clients is 42 years old and the average loan cycle is 3.6 cycles. The average loan size is USD433. The below figure illustrates detail information of AMK clients.

• Proportion of client: 96.90%• ID = 20.41% vs VB = 79.59%• Average loan cycle: 3.60 cycles• Average age: 42 years old• 35.27% has MI • 7.42% has Saving• 2.40% has Saving + MI

RURAL

• Proportion of client: 3.10%• ID = 63.07% vs VB = 36.00%• Average loan cycle: 2.90 cycles• Average age: 38 years old• 21.72% has MI• 22.54% has saving• 1.70% has Saving + MI

URBAN

AGE PYRAMID OF AMK CLIENTS (SURVEY)

0.1% 1.1%

2.3%

3.0%

3.0%

1.9%

2.1%

1.8%

1.5%

1.0%

0.6% 0.1%

0.2% 4.2%

8.1%

11.7%

12.8%

9.6%

10.8%

9.2%

7.3%

4.7%

2.5% 0.3% > = 70

65 - 69

60 - 64

55 - 59

50 - 54

45 - 49

40 - 44

35 - 39

30 - 34

25 - 29

20 - 24

<20

LOAN

LOAN MI

MI

LOAN SAVING

LOAN SAVING

59.8%

32.4%

4.7%

3.1%

NUMBER OF CLIENTSBY CATEGORIES

AMK's Clients


Travelling on tarmac from Prey Veng provincial capital for about 25 km and continuing for about 7 km on a path, you will find an AMK agent named Chheng Thoeurn living in Troak village, Teuk Thla commune, Svay Antor district, Prey Veng province. Mr. Chheng Thoeurn an AMK agent, who is happily providing services to clients, shares his successes and experiences as an active AMK’s agent.

He grew up in that village and in 1999, Mr. Chheng Thoeurn married his wife who is also a villager in his area. They have 2 children, one boy and one girl. The couple had to fight really hard to fill the shortage in livelihood. When they got married, he and his wife started a small business of tailoring and selling clothes at his own house aside from their agriculture

Case Study: The Success of AMK Agent

cultivation. Even with a small business, raising 2 children proved to be a demanding burden, thus his family faced a tough life. As fate would have it, an AMK Mobile Banking Officer (MBO) got into his area and promoted about being an AMK agent and the benefits from this business. It attracted him so much that he discussed with his wife before making the decision. The couple decided and he sold a plot of land and 8 cows for his capital in this business with AMK.

In 2014, Mr. Thoeurn became an AMK agent in his area. When he first started with AMK, it made him feel happy but nervous at the same time as he was scared of losing his capital, the sale of his plot of land and 8 cows. In the first 2-3 months, he was really scared and found it tough to manage his cash flow. But

Being an AMK agent has a multiplier effect on Mr. Chheng Thoeurn’s livelihood, a 40-year old tailor and farmer, and who has been with AMK for about 3 years. He lives in Troak Village Teuk Thla Commune Svay Antor District Prey Veng Province. With the constant mentoring from AMK’s Mobile Banking Officer, he persisted and is now totally happy to be an AMK agent. He will never give up this business.

Mr. Chheng Thoeurn,a 40-year old


the AMK’s Mobile Banking Officer constantly explained to him the business processes plus the monitoring from one transaction to another transaction confirming that he didn’t lose any cash. His fears were released and made him fully trust the AMK institution.

Being an agent for the first time, he got very few clients as they did not know his place. Even then, he persisted to continue this work and made him work harder for this business until he could get a good result. Eventually, more clients knew him and did more transactions with him. This made him truly happy and it shows all the time when he serves clients.

Currently, Mr.Thoeurn, an AMK’s agent, provides a lot of transactions such as money transfer (send and receive), loan repayment, electric bill payment, deposit and withdrawal

from their savings card. The average number of clients to do transactions is about 15 people per day. Since he started as an agent, he noticed that his other business is growing as well. As more clients get to know his location, his tailoring and the wife’s clothes shop get more and more support. He mentions “Before, there were a few customers coming to buy clothes or tailor at my shop but since I became an agent there were a lot more customers and most of them were the customers who did the transaction with me. This also contributed to my family able to earn more income and I am so glad to see my family’s growth like this”. This contribution has made his family’s life improve especially for this past few years since he became an AMK agent. “As daily life is about growing, my children can get enough food.” Before, his children could not take extra class to expand their knowledge. Now he

has enough ability to support them and boost them to study hard because he wishes to see his children graduate with a bachelor’s degree.

Mr.Thoeurn is so happy for being AMK’s agent as he said “Being an AMK’s Agent is easy and not complicated, then we get commission”. In the future, he expects that his children will graduate and get a good job “I expect that my children will graduate with bachelor’s degree and get a good job like an AMK officer too. If they want to do business, I want to open a shop (agent) of this business for them to manage because this work is not difficult and can get commission. At the same time they can have another business too.” Last but not least, he wishes for the AMK institution to grow more and get a lot of clients.


Agriculture plays a very important role in the Cambodian economy and about 80% of Cambodian labor force relies on this sector including Mrs. Chaeve Nov’s family. Mrs. Chaev Nov has worked very hard to make money to support her family and her main source of income is from agriculture. She has shared her own experiences as a successful client who availed of loans from AMK.

Mrs. Chaev Nov is a farmer living in Trapaing Chark village, Samroang commune, Svay Antor district, Prey Veng province. She has been living with her husband for about 30 years and they both have four children. Among the four children, two of them have gotten married while another son and another daughter are still living with her. Her family is recognized as

Case Study: The Sucess of AMK Loan Client

a model family in the village and Mrs. Nov and her huband have worked very hard to lead and improve the livelihood of the family. Under Mrs. Nov and her husband’s leadership, the whole family is admired by all residents in their village. Mrs. Chaev Nov said that “I used to cultivate paddy rice and harvest only 80 kg which was not sufficient for three-month household consumption. Now, I could gain higher yield from my harvest. I can have surplus paddy rice that I sell for extra income to use in an emergency.”

Mrs. Chaev Nov knew AMK Microfinane Plc. through an AMK credit officer (CO). AMK was the first institution to come to her village. As AMK was the only one microfinance institution working in the village and was the

Mrs. Cheav NovThe farmer lives in

Trapaing Chark village

Another success is that of Mrs. Cheav, a farmer who lives in Trapaing Chark village, Somroang commune, Svay Antor district, Preyveng province. She lives in a Khmer traditional house surrounded by her vegetables and fruit trees 15 kilometers from the main road. She is a 7-cycle AMK’s loan client and her case proves that with wise use of loans, one can vastly improve one’s way of life.


only institution that disburses loan and collect interest and principal in the village using a simple process, she decided to take the loan from AMK. At first, she borrowed End of Term (EoT) loan with the amount of KHR 500,000 (USD 125) to buy fertilizer for her paddy rice cultivation because this type of loan permits her to repay only monthly interest and the principal could be repaid at the end of the loan cycle. This makes it more convenient for her to repay back the loan as her household income rely on seasonal harvest. After having a good experience with AMK loan, she decided to take the second loan from AMK with the amount of KHR 2,500,00 (USD 625). At the same time she sold her buffalos to get some more money and then she invested all the money that she got from her buffalos sale and loan to buy a power tiller. She said that modernized agricultural machineries would facilitate her agricultural activities, one that her husband can operate by himself. The power tiller sure eased their agricultural activities reducing use of human labor.

Productive results made her more confident and trust AMK loans more, that she decided to take the third loan with the amount of KHR 6,000,000 (USD 1,500) to buy 1/2 ha agricultural land to cultivate rice. She expected that this would allow her to get extra paddy rice for her household and she was right. She

got more yield as expected. After repaying the third loan, she took the fourth loan with the amount of KHR 1,000,000 (USD 250) to buy fertilizer and gasoline for her rice cultivation. She has continued to stay with AMK and she took the fifth loan with the amount of KHR 4,000,000 (USD 1,000) to buy gasoline, fertilizer and other needed instruments that could be used for her dry-rice farming activities. In the sixth cycle, she borrowed KHR 4,000,000 (USD 1,000) to buy a motorcycle for her children to ride from home to school since her home is far away from school.

For her seventh loan, she borrowed only KHR 100,000 (USD 25) due to the fact that she did not need much money for her agricultural activities. Furthermore, she has learnt that micro-insurance product has effectively served clients and this product is trusted by many clients. Therefore, she took the seventh loan along with the purchase of micro-insurance product from AMK. Mrs. Chaev Nov learnt a lot from her neighbors about the benefit that AMK clients could get from purchasing micro-insurance product and that convinced her to buy this product. Although she has not experienced claiming, she said that “I do not feel worried at all if I fall sick because I have bought AMK micro-insurance product so that AMK will cover some expenses. Although I have never claimed the compensation from

this service, I am very happy that I have bought this product and I will buy this micro-insurance for my husband in the next cycle. With a smiling face, she added that “My family livelihood has improved and we have enough food to eat. Additionally, we have surplus paddy rice for sale to repay AMK and for additional household expenses. Previously, we have only a very old motorcycle, but now we have two motorcycles, one motorcycle for my husband and another is for my children to ride to school. And we have a power tiller.” Her family’s livelihood has substantially improved with the help of loans from AMK. Mrs. Chaev Nov added that “I really like AMK and I can give all my trust to AMK because the AMK staff is friendly, well-behaved, and respectful. Moreover, AMK staff comes to disburse the loan and collect interest and principal in the village so that I do not need to go to AMK office. Another thing I like is that I do not need a guarantor since I have my land title. Next year I am planning to borrow KHR 8,000,000 (USD 2,000) to renovate my home as my home’s wall would not last any longer.”

In the end, she wished AMK to continue its service so that she could keep getting loans from AMK. She also expressed her sincere thanks to AMK for lending her money she could use to make more money and improve her life.


SOCIAL PERFORMANCE MANAGEMENT APPROACH

AMK is a socially motivated organization committed to its mission of helping large numbers of poor people to improve their livelihood options through the delivery of appropriate and viable microfinance services. It has double bottom lines, balancing both financial and social returns. While financial management systems and tools are well-established in the microfinance sector, AMK is a pioneer in the area of Social Performance Management (SPM). AMK’s commitment to SPM is enshrined throughout the organization, both at management/staff and board/governance level.

Social Performance Management Framework

MANAGEMENT LEVEL

AMK’s Research department leads and monitors the implementation of SPM within AMK. The department conducts social and market research to understand the issues facing AMK’s clients and staff. Research works in cooperation with various other departments within AMK in order to ensure that effective social performance standards and controls are in place and are being successfully executed.

BOARD LEVEL

Research results are reported to management and the Social Performance Committee. The SPC then advises the Board of Directors on the results and discusses implications for business strategy. The purpose of doing this is to give the Board a balanced view of AMK’s overall institutional performance so that governance decisions are appropriately aligned with the institution’s dual social and financial objectives.


Table of AMK Social Performance Reporting Framework

PERIOD EVALUATED: 1 JANUARY TO 31 DECEMBER 2016 REGULAR MONITORING

Information presented : December 2016 Depth of Outreach Adequacy of Products Transparency and Client Protection Responsibility to Staff

Sources of Information

• Depth of Outreach 2016 of loan client

• Client Profile

• Exit Client Report• Micro-insurance Exit• Agent Service• MMT Dormant Client• ATM/OTC Dormant Client• ATM Client Never Use Field• Agent Awareness 2016• Exit Agent• Money Transfer Client who

stops using AMK service• MMT Saving Satisfaction• Mystery Shopping (BMRS)• MMT Campaign Evaluation

• Multiple Loans Report 2016 (in-house data)

• Loan Rejection• Borrower Awareness as

of October 2016• Saver Awareness as of October 2016• Client Grievance as of

September 2016• Financial Inclusion Award

(Top 3 Finalist – Wall Street Journal)

• Staff Exit Surveys• Staff Satisfaction Report

Indicators

• Wellbeing Score (Tercile + Quartile Analysis)

• ID poor• PPI• List of Loan• List of Saving• List of MI

• Range of Services • Quality of Services• Accessibility of Services• Reason for Joining Multiple

Product• Satisfaction on the Service• Desertion Rate• Reason for Exit

• Multiple Loan Ratio• Rejection Cube• CBC Batch Review• Audit Report• Length of Awareness

• Staff Turnover and Explanations on Reasons for Resignation

• Satisfaction Score by Gender

YEAR OF ASSESSMENT: 2016SOCIAL PERFORMANCE ASSESSMENT - SUMMARY Depth of Outreach Adequacy of Products Transparency and Client

Protection Responsibility to Staff

Met

hodo

logy

, Pr

oces

s an

d

Repo

rts

/ So

urce

s of

Info Are you satisfied with the accuracy of the methodology

and process applied?

Is this result/finding in line with the mission?

Based on these findings, are there foreseeable issues in the future?

Is data or information missing:

at the Management level?

at the Board level?

Issu

es t

o

Repo

rt

Issues to Report/Action items

• Pursue and enhance quality of ID poor info

• Pursue PPI information collection (Research department only)

• Disaggregate information and analysis on clients’ experience not only per product but also per channel

• Not applicable • For staff satisfaction and exit surveys: Improvement area on data design and analysis

Dina Pons


To measure AMK’s alignment towards its social mission, a number of social surveys and research are conducted throughout of the year and summarized through the Social Performance Framework Report which is discussed by the Social Performance Committee and presented to the Board of Directors. This report analyzes the following four Dimensions: Depth of Outreach, Adequacy of Products, Transparency and Client Protection, and Responsibility to Staff. The results of each dimension are shown using a Traffic- Light method “Green, Yellow and Red” which represent which items need further action; red signaling urgent action is required, and green signaling low urgency. Thanks to this tool, the board and management team of AMK can discuss and decide on the measures which need to be implemented for AMK to continue fulfilling its social mission. Please read the table on page 42 for detail social performance reporting framework.

DEPTH OF OUTREACHAMK uses several methods to measure, track and analyze the poverty level of its clients. This analysis, conducted by the Research Department, helps AMK have greater insight about client’s characteristics and provides

Key Social Performance Findings

Poverty Outreach Amongst New VB Sample (ID Poor)

evidence about whether the institution is targeting poor households as per the mission statement, or not. To analyze this dimension, the following tools are used:

The IDPoor1 (Identification of Poor Household Programs), a program developed by the Ministry of Planning (MOP), allows AMK access information on household poverty

1 The IDPoor Program, established in 2006 within the Ministry of Planning, is part of the Royal Government of Cambodia’s ongoing efforts to reduce poverty and support socioeconomic development throughout the country. The Program provides regularly updated information on poor households to a large number of Government and non-governmental agencies to help them target services and assistance to the poorest and most vulnerable households. The IDPoor Program’s main objectives are to reduce duplication of effort and resources by different institutions and organizations in identifying their target groups for various poverty reduction interventions, and to ensure that assistance is provided to those households who most need it. http://www.idpoor.gov.kh2 The Progress out of Poverty Index® (PPI®) is a poverty measurement tool for organizations and businesses with a mission to serve the poor. The PPI is statistically-sound, yet simple to use: the answers to 10 questions about a household’s characteristics and asset ownership are scored to compute the likelihood that the household is living below the poverty line – or above by only a narrow margin. http://www.progressoutofpoverty.org

levels across most regions in the country. In addition, AMK uses the Progress out of Poverty Index (PPI)2, a tool that is used to capture client’s poverty likelihood, and helps measure the impact AMKs products and services have on clients poverty levels throughout time. In 2016, the results from the PPI survey show that overall poverty likelihood of new Village Bank (VB) client is 37%.

0% 10% 20% 30% 40% 50%

2011

2012

2013

2014

2015

2016 % Population (World Bank Base)-Data prediction in 2013 to 2016

% PPI-New VB borrower

% New VB borrower identified as poor(Base on IDPoor1 and IDPoor2)Actual database

% Non-borrower (New VB sample)identified as poor (Base on IDPoor1 and IDPoor2) survey

% New VB borrower identified aspoor (Base on IDPoor1 and IDPoor2) survey


ADEQUATE PRODUCTSAMK puts great effort into delivering products and services that meet client’s needs and preferences, and thus use different tools to measure their overall adequacy. The Research Department conducts annual client exit analysis. Additional Call Center Telephone Survey Projects have been put in place to have in depth information about reasons for Dormant saving clients OTC and ATM dormancy, MMT stop usage, ATM usage, Agent Awareness and Agent Exit. These surveys help AMKs

management team have a better understanding of clients’ behavior, and enhances decision making. Many conclusion can be drawn from these surveys, and actions can be taken to mitigate risks or improve the institutions performance. For example, the 2016 surveys have helped management understand why many micro-insurance clients did not renew their policy upon maturity date; there was a lack of communication between AMKs staff and clients, which meant clients were not aware when their insurance had to be renewed.

ID poor level per year

14%

7%

17%

10%

12%

7%

16%

10%

10%

6%

14%

9%

% New VB borrower identified as Poor(IDPoor I & IDPoor II) actual database

% New ID borrower identified as Poor(IDPoor I & IDPoor II) actual database

% Old VB borrower identified as Poor(IDPoor I & IDPoor II) actual database

% Old ID borrower identified as Poor(IDPoor I & IDPoor II) actual database

2016 2015 2014

TRANSPARENCY AND CLIENT PROTECTION Cheerfully, AMK has received award of Client Protection Certification from Smart Campaign last November 2016 that this award illustrates all of the effort of every staff from the grass root level to the top level. Moreover, AMK implements a Code of Conduct to protect clients and to serve them in a more transparent way. The Research Department conducts and analyzes several studies in order to ensure that AMK has treated clients fairly and protected them equally.

AMK conducts a multiple loan client study to avoid over-indebtedness of clients, doing a cross check between AMK data and CBC Batch Review Data. For 2016, the multiple loan ratio has improved compared to the previous year, standing at 35%.

Loan rejection is also analyzed, reflecting AMKs commitment to adequately measuring client’s repayment capacity and avoidance of over-indebtedness. For 2016, AMK shows a rejection ratio of 15%, which reflects AMKs diligent screening mechanisms. In addition, saver awareness, borrower awareness and micro-insurance awareness is analyzed through the implementation of surveys. Moreover, AMK has put in place a client grievance as a complaint mechanism for clients.


RESPONSIBILITY TO STAFF AMK is aware of the importance of recruiting and retaining the best staff, as employees largely determine the success of the company. For this reason, AMK is highly aware of the importance of understanding employees’ levels of satisfaction, and understanding why staff might leave the institution. The Human Resources Department is in charge of conducting Staff Satisfaction Survey and Staff Exit Survey, and as the result of the overall satisfaction score is 4.83 over the total score is 6.

AMK's client - Stung Treng, October 2016


AMK currently offers a range of financial products and services including different types of group and individual loans, deposits, money transfers, micro insurance, payment and other e-banking products and services.

A- GROUP LOANS

Village Bank (VB) Loans have been introduced by adapting the methodology of the solidarity group lending. The method begins with potential clients self-selecting themselves into joint-liability groups of three to six members that are organized into Village Banks consisting of twenty groups or up to one hundred members. A Village Bank President (VBP) is elected by its members to serve as a representative of the Village Bank.

Clients are free to decide which product best suits them according to their income flow.

Products and Working Methodology

PRODUCT DESCRIPTION END OF TERM –VILLAGE BANK INSTALLMENT - VILLAGE BANK CREDIT LINE – VILLAGE BANK

Target Clients Group members with seasonal cash flow

Group members with regular cash flow

Group members with seasonal cash flow who have completed one cycle or 12 months

Currency KHR, THB KHR, THB KHR, THB

Maximum Loan Size

KHR 2,000,000 or equivalent currency



Maximum Term 12 months 12 months 24 months

Interest Rate / Monthly 2.80% - 3.00% 2.60% - 2.80% 2.80% - 3.00%

Repayment Condition (prepayment allowed without penalty)

• Interest payments due monthly

• Principal payment due at end of term

• Interest and principal payments due monthly

• Interest payments due monthly

• Flexible and multiple drawing amount during the loan contract

• No unutilized fee

B- INDIVIDUAL LOANS

Individual Loans are designed for both new and existing clients who wish to increase their capital or grow their business. The Individual Loan is available for both business and personal (home improvement loan) purposes. Depending on the client’s business requirements and cash flow.The client can chose one of the following products:


PRODUCT DESCRIPTION

BUSINESS EXPANSION LOAN SEASONAL LOAN CREDIT LINE

SEASONAL LOAN

HOME IMPROVEMENT

LOANSME LOAN MOTOR LOAN EASY LOAN

Target Clients Individuals who need funds to expand an existing business

Individuals who need funds to invest or buy inputs for agricultural production

Individual farm owners in need of revolving funds for agricultural purposes

Individuals who need funds for home improvement

Individual, any associations or entity who needs capital to expand their existing business or short term financing for specific business activity.

Individual client who needs fund for motorbike buying (brand new or second hand)

Low income urban dwellers

Currency KHR, THB, USD KHR, THB, USD KHR, THB, USD KHR, THB, USD USD, THB, KHR THB, USD KHR, THB, USD

Maximum Loan Size





USD 5,001 – 50,000 or equivalent currency.



Maximum Term 36 months 12 months 12 months 36 months 60 months 36 months 12 months

Interest Rate / Monthly 1.70% - 2.90% 1.80% - 2.90% 1.80% - 2.90% 1.70% - 2.90% 1.40% - 2.50% 1.80% - 2.70% 2.30% - 3.00%



• Interest repaid monthly and principal payment due at end of term

• Interest repaid monthly and principal payment due at end of term

• Flexible and multiple drawing amount during the loan contract

• No unutilized fee

• Monthly fixed payment

Offering flexible repayment method below: • Simi Balloon:

offered to borrower to amortize principal in three options (3, 4 and 6 months).

• Annuity Payment: offered to borrower who wants to pay loan monthly with fixed amount.

• Straight-line monthly amortization: offered to borrower to amortize principal in monthly or grace period




PRODUCT DESCRIPTION AGRI-EQUIPMENT LOAN UTILITIES LOAN GENERAL LOAN

Target Clients Individual client who needs funds to buy new Agri.-Equipment for agri-business

Low income client who needs funds for utilities expense

Old or new client who needs fund for general expense and consumption

Currency THB, USD KHR KHR, THB, USD

Maximum Loan Size KHR 12,000,000 or equivalent currency KHR 1,200,000 or equivalent currency KHR 2,000,000 or equivalent currency

Maximum Term 36 months 12 months 12 months

Interest Rate (Monthly) 1.70% - 2.70% 2.80% 2.40% - 3.00%



Clients are free to decide which method of payment best suits them according to their income flow as following:

• Interest and principal payments due monthly/ Interest paid monthly

• Interest repaid monthly, principal payment due at end of term

Clients are free to decide which method of payment best suits them according to their income flow as following:

• Interest and principal payments due monthly/Interest paid monthly

• Interest repaid monthly, principal payment due at end of term

• Interest repaid monthly, principal payment due at end of term, flexible and multiple drawing amount during the loan contract

C- EMERGENCY LOAN

The Emergency Loan is designed for active AMK group and individual loan clients in good standing to assist them in the unfortunate event that an emergency arises. Only one personal guarantor referring to spouse (if married) is required when applying for this loan. The key features of this Emergency Loan product are outlined below:


PRODUCT DESCRIPTION EMERGENCY LOAN

Target Clients Individual or group clients in good standing who have completed at least 6 months with AMK

Currency KHR, THB

Maximum Loan Size KHR 400,000 or equivalent currency

Disbursement Timeline 4-working hours from time of request

Maximum Term 10 months

Interest Rate (Monthly) 2.50%

Repayment Conditions• Monthly interest payments due on outstanding loan• Principal payment due on or before the end of term

D- DEPOSIT PRODUCTS

AMK has created a family of flexible deposit products to meet the savings needs of its customers. AMK currently offers four distinct deposit products. These include the Easy Savings Account, Lucky Savings Account, Fixed Deposit Account and Future Account:

PRODUCT DESCRIPTION EASY SAVINGS ACCOUNT LUCKY SAVINGS ACCOUNT FIXED DEPOSIT FUTURE ACCOUNT SMART KID ACCOUNT

Target Clients Depositors who need the flexibility of deposits and withdrawals for day to day transactions

Depositors who need a better interest rate and the flexibility of deposits and withdrawals for day to day transactions

Depositors who wish to deposit for a specific period of time in order to gain a higher interest rate

Depositors who wish to make regular deposits over a period of time

Depositors who wish to make save for future’s child

Currency KHR, THB, USD KHR, THB, USD KHR, THB, USD KHR, THB, USD KHR, THB, USD

Minimum Balance N/A KHR 2,000,000 KHR 100,000 KHR 20,000 KHR 4,000

Term N/A N/A 1-36 months 3-36 months N/A

Interest Rate 3.00% - 5.00%, depending on account balance and deposit currency

3.50% - 5.50%, depending on account balance and deposit currency

4.25% - 12.00%, depending on term, frequency of interest withdrawal, and currency

4.25% - 10.00%, depending on term and deposit currency

• 4.00% - 5.00%, depending on account balance and deposit currency.

• The account holder will get 300% insur-ance protection to the account holder for Personal accident (PA)


E- MONEY TRANSFER

AMK launched a nationwide money transfer service in 2011 in order to facilitate money transfers across branches nationwide. With its simple documentation process, customers can easily transfer money to family members, relatives, business partners, and other beneficiaries nationwide. The transfer fee for each transaction ranges from KHR 2,000 to KHR 8,000 or 0.10% of the transfer amount.

F- MICRO-INSURANCE

AMK’s market survey, conducted in 2011, indicated that 90% of AMK’s target clients expressed a strong interest in health and accident insurance service. As a result, AMK partnered with Forte Insurance Company to trial a micro insurance (health and accident) product. With a small premium (just USD6.25

or KHR25.000 per year) AMK’s customers can purchase this product for confidence and peace of mind that their family will have the means to maintain their lifestyle should an unfortunate event happen. This product was trialed in the provinces of Takeo and Prey Veng in February of 2014 for approximately 10 months. AMK has officially launched this product nationwide since 2015.

G- PAYMENT SERVICES

The bill payment service is provided in cash or between accounts throughout AMK’s offices across the country and Agent Channel.

H- E-BANKING SERVICESAMK launched branchless banking service in late 2011. This is an extra delivery channel for rural households who wish to perform deposits, withdrawals, money transfers or other banking transactions via their mobile phone with their local AMK agent. With this new channel, AMK can reach more target clients who may not already bank with a formal financial institution. AMK has been building a large network of ATMs and CDMs since 2013 to improve access to funds for office-based savers. By end of 2016, 58 ATMs and CDMs have been installed across Cambodia. The service includes Cash withdrawal, Fund transfer, Balance enquiry, Mini statement, PIN change, Cross currency withdrawal, and Cash deposit.


2016 is a challenging year faced with increasing growth in Non-Performing loans. The credit growth has slowed down in the last two quarter of 2016 with annual growth rate for 2016 at 24%. Loan quality remains manageable level at PAR of 1.40% for the whole sector while loan write off is only 0.19%. Additional sector-wide trends include:

• The number of borrowers increased by 1% to 2,038,749

• Loan portfolio increased by 24% to over USD 2,636.44 million

• The number of depositors increased by 28% to 1,790,989

• Deposit balances increased by 57% to USD 2,045.01 million

AMK remained committed to the poorest segments of society, with the lowest average loan size and the largest number of clients among the larger national MFIs in Cambodia. Sector growth trends for the last nine years are outlined below.

Cambodia Competitive Landscape

YEARNUMBER OFBORROWERS

LOAN OUTSTANDING(MILLION USD)

AVERAGE LOAN

SIZE (USD)NUMBER OF DEPOSITORS

DEPOSITS (MILLION

USD)

AVERAGE DEPOSIT SIZE

(USD)

2008 825,238 277.06 335.73 108,266 4.91 45.35

2009 878,559 299.30 340.67 126,099 9.70 76.96

2010 992,452 425.92 429.16 190,023 40.89 215.20

2011 1,151,340 644.64 559.91 280,538 114.61 408.52

2012 1,316,185 892.49 678.09 753,113 279.63 371.30

2013 1,565,526 1,325.20 846.49 899,829 444.98 442.00

2014 1,779,171 2,028.56 1,140.17 1,122,630 896.92 798.94

2015 2,022,235 2,951.72 1,459.63 1,418,732 1,317.82 928.87

2016 2,038,749 3,636.44 1,783.66 1,790,989 2,045.01 1,141.83

Note: NIX-Data from CMA 2016


The pursuit of AMK’s business strategy and operation model inherently carries risk, AMK thus recognizes that sound risk management is crucial to the success of its business activities.

In 2016, AMK continued to improve the risk awareness and culture through the implementation of the Enterprise Risk Management Framework (ERMF) across all business and enablement functions. The Framework is subject to constant evaluation to ensure that it meets the evolving challenges and requirements of the markets in which AMK operates, including regulatory standards and industry best practices. The Framework serves to constantly disseminate a risk culture, defined by the ‘tone from the top’ approach, aims to provide a coherent understanding of risk management across the institution. AMK’s risk culture, which believes risk management is a responsibility shared by all AMK’s staffs, is embedded through the following risk governance structure:

Risk Management

BOARD ASSET & LIABILITYCOMMITTEE

AUDIT & FINANCECOMMITTEE

BOARD RISK COMMITTEE

CHIEF EXECUTIVE OFFICEREXECUTIVE & MANAGEMENT TEAM

FIRST LINE OF DEFENCE (FLOD)

Strategy, Performance,and Risk Management

Departments, Units,Branches

Identification and Management of Risk

in the Business

SECOND LINE OFDEFENCE (SLOD)

Policy and Monitoring

Oversight Functions

Framework, Risk Oversight,and Reporting

THIRD LINE OF DEFENCE (TLOD)

Independent Assurance

Internal Audit

Independent Challenge & Review of Adequacy & Effectiveness of Process

and Controls

BOARD OF DIRECTORS

PROVIDES OVERSIGHT OF THE 3 LINES OF DEFENCE


Working closely with the support functions, the First Line of Defence is the front office that has a clear responsibility for risk in terms of identifying them and reporting on any changes in the risk profile of its respective business.

As a Second Line of Defense, Risk and Compliance Function has its own responsibilities to develop, oversee and provide reporting on risk frameworks. In addition, Risk Function is also responsible to identify individual and portfolio risk, approve transactions, ensure that they are within approved limits, monitor the reporting and portfolio, taking into account current and future potential developments of the business and evolving risk environment.

Finally, Internal Audit forms the Third Line of Defense as a completely independent check to ensure adherence to approved policies and procedures.

Amongst the risks identified in the overall ERMF, some are well-known to AMK, others are relatively newer due to changes in regulations, stakeholders’ concerns, or the competition landscape. All of them, whether old or emerging, are considered critical by AMK.

Under the framework, the above structure

was set up in order to allow full alignment

between the Board and the management level.

Key achievements in 2016 are:

• Formation of an ALCO at the Board level

focusing on liquidity risk, funding risk, interest

rate risk, foreign exchange risk, and capital

planning management. Board ALCO also discusses

in details risks and implications happening at

both sides of AMK’s balance sheet derived by

BOARD LEVELBoard Asset & Liability

Committee (Board ALCO)Board Risk Committee

(BRC)

MANAGEMENT LEVEL

Management Risk Committee

• Operational Risk

• Compliance

Credit Risk Committee

• Credit Risk

• Counterparty Risk

• Portfolio Risk

Executive Committee

• Business Strategy Risk

• Reputation Risk

Information Technology Committee

• Technology Risk

• Information Security

• Disaster Recovery Plan

Management Asset & Liability

Committee (Management

ALCO)

• Interest Rate Risk

• Liquidity and Funding Risk

• Foreign Exchange Risk

• Balance Sheet Structuring

• Capital Management

changes in product (new product and variations

to existing products), evolving business

competition landscape, and other financial

impact from the business plan and budgeting.

As a result of this, Management ALCO’s reporting

line was moved from BRC to Board ALCOM.

• Charters of all the committees, both at Board-

level and Management-level, were amended

to align roles and responsibilities to this ERMF

and to the newly created Board ALCO.


• AMK’s overall Risk Appetite was established by the Board and is now supervised by the BRC. BRC oversees the risk strategy and its implementation making sure it is linked to AMK’s Risk Appetite and operational needs across all material risk types.

• The Risk Appetite Matrix considers the various risk types and is operationalized via Key Risk Indicators (KRI), limits, policies, processes and controls. KRI for each business are continuously reviewed with alignment to its respective Key Performance Indicators (KPI).

Within the defined KRI and policies set, AMK’s Risk Management function continues to use the bottom-up approach to get the structured feedbacks for constant improvement of the system and process in place with the clear objective to ensure AMK’s business is operated within an acceptable and well-mitigated risk level. The structured-loop-feedback consists of periodical reviews of each business risk register, risk incidents which happened internally and externally to AMK, and audit finding reports. As a result, enhancement of many policies and procedures were conducted across the AMK.

Looking forward to 2017, AMK’s key focus in Risk Management are the following:

• Credit Risk: The credit market in Cambodia is becoming more mature and highly competitive. Non-Performing Loan has been increasing across the industry driven by market competition, Cambodian macro-economic performance and global economic outlook. With the strategy to stay on top of its core market and to diversify to the Micro-Small & Medium Enterprise (MSME) segment, credit risk management requires a full revamping. Loan underwriting process continues to be the most crucial part of AMK’s credit risk management including, but not limited to, cash flow assessment, product structuring, credit administration, digitalization of the credit process with the plan to use risk- based approach for an informed credit risk decision.

• Operational Risk: the key strategy in Operational Risk Management is Risk Management Uplift. The uplift plan is aimed to be held across functions, including Credit, Deposit, Channel Management, and Support Functions. The uplift’s objective is to further enhance the effectiveness and efficiency of the existing key controls to ensure that AMK’s operations are well functioning.

• Technology Risk and Information Security: With the broadening and increasing distribution channels, this is becoming an important

emerging risk. AMK takes this threat seriously and has implemented a broad range of controls to identify and mitigate risk to its customer and business. Top emerging risks and incidents of 2016 have already fed a discussion within the executive team and led to a clear Information Technology (IT) / Management Information System (MIS) security enhancement plan to be fully rolled out in 2017.

• Regulatory Development: The evolving regulatory landscape requires continuous vigilance in tracking international and domestic regulatory developments to ensure that AMK stays on top of changes applicable to its business. New requirements are analyzed and disseminated to the respective action parties and, where applicable, embedded into the processes and systems.

• Financial Risk: In line with the National Bank of Cambodia's Liquidity Risk Coverage Framework, Liquidity Risk Management continues to be the key focus amongst other financial risks. AMK’s strategy is to ensure that both short and long term commitment are met and AMK is well prepared to any potential changes. Liquidity stress testing exercise and enhancement of cash management processes are the aims in 2017.

FINANCIAL REPORT& INDEPENDENT AUDITOR’S REPORT

Report of the Board of DirectorsIndependent Auditor's Report

Balance Sheet Income Statement

Statement of Changes in EquityStatement of Cash Flows

Notes to the Financial Statements

The Board of Directors of AMK Microfinance Institution Plc. (“the Company”) is pleased to present its report and the Company’s financial statements as at and for the year ended 31 December 2016.

THE COMPANY

The Company is a licensed micro-finance institution, incorporated in Cambodia and registered with the Ministry of Commerce as a private limited liability company under registration number Co. 1698/03E, dated 30 April 2003. The Company is engaged primarily in the provision of micro-finance services to the poor population of Cambodia through its headquarters in Phnom Penh and various offices in the Kingdom of Cambodia.

The Company was initially established in 1999 as Thanakea Ponleu Thmey (“TPT”) Programme by Concern Worldwide, Cambodia (“CWC”). The Company, before 7 July 2014, is known as Angkor Mikroheranhvatho (Kampuchea) Co.,

Report of the Board of Directors

Ltd. On 29 January 2010, the Company obtained a Microfinance Deposit-Taking Institution (“MDI”) license to conduct deposit-taking business from the National Bank of Cambodia. On 7 July 2014, the Ministry of Commerce approved the change in business name of the Company from Angkor Mikroheranhvatho (Kampuchea) Co., Ltd. to AMK Microfinance Institution Plc.

RESULTS OF OPERATIONS

The financial results of the Company for the year are as follows:

2016 2015

KHR’000 US$ equivalent KHR’000 US$ equivalent

Profit before income tax 33,088,748 8,196,371 25,453,698 6,284,863

Income tax expense (6,387,307) (1,582,191) (5,138,194) (1,268,690)

Net profit for the year 26,701,441 6,614,180 20,315,504 5,016,173

DIVIDENDS

On 22 March 2016, the Board of Directors approved the declaration and payment of cash dividends amounting to KHR2.03 billion during the year (US$0.50 million) based on 2015 financial results. On 29 August 2016 the NBC approved the dividends. On 14 September 2016, the dividends were paid to the shareholders.

RESERVES AND PROVISIONS

There were no material movements to or from reserves and provisions during the year other than those disclosed in the financial statements.


BAD AND DOUBTFUL LOANS

Before the financial statements of the Company were drawn up, the Board of Directors took reasonable steps to ascertain that action had been taken in relation to the writing off of bad loans and the making of provisions for bad and doubtful loans, and satisfied themselves that all known bad loans had been written off and that adequate provisions had been made for bad and doubtful loans.

At the date of this report, the Board of Directors is not aware of any circumstances which would render the amount written off for bad loans or the amount of the provision for bad and doubtful loans in the financial statements of the Company inadequate to any material extent.

CURRENT ASSETS

Before the financial statements of the Company were drawn up, the Board of Directors took reasonable steps to ascertain that any current assets, other than loans, which were unlikely to be realized in the ordinary course of business at their value as shown in the accounting records of the Company, have been written down to an amount which they might be expected to realize.

At the date of this report, the Board of Directors is not aware of any circumstances which would render the values attributed to the current assets in the financial statements of the Company misleading or inappropriate in any material respect.

VALUATION METHODS

At the date of this report, the Board of Directors is not aware of any circumstances that have arisen which would render adherence to the existing method of valuation of assets and liabilities in the financial statements of the Company misleading or inappropriate in any material respect.

CONTINGENT AND OTHER LIABILITIES

At the date of this report, there is:

• No charge on the assets of the Company which has arisen since the end of the financial year which secures the liabilities of any other person; and

• No contingent liability in respect of the Company that has arisen since the end of the financial year other than in the ordinary course of business.

No contingent or other liabilities of the Company have become enforceable, or is likely to become enforceable within the period of 12 months after the end of the financial year which, in the opinion of the Board of Directors, will or may have a material effect on the ability of the Company to meet its obligations as and when they become due.

CHANGE OF CIRCUMSTANCES

At the date of this report, the Board of Directors is not aware of any circumstances, not otherwise dealt with in this report or the financial statements of the Company, which would render any amount stated in the financial statements misleading.

ITEMS OF UNUSUAL NATURE

The results of the operations of the Company for the financial year were not, in the opinion of the Board of Directors, substantially affected by any item, transaction or event of a material and unusual nature.

There has not arisen in the interval between the end of the financial year and the date of this report any item, transaction or event of a material and unusual nature likely, in the opinion of the Board of Directors, to affect


substantially the results of the operations of the Company for the current financial year in which this report is made.

EVENTS SINCE THE BALANCE SHEET DATE

Except for the above and as disclosed elsewhere in the financial statements, at the date of this report, there were no other events, which occurred subsequent to 31 December 2016 that had significant impact on the financial position of the Company as at 31 December 2016.

THE BOARD OF DIRECTORS

The members of the Board of Directors during the year and at the date of this report are:

Mr. Tanmay Chetan Chairman

Mr. Patrick Peter Power Director

Mr. Tip Janvibol Director

Ms. Rebecca Ann McKenzie Director

Mr. Adrian John Graham Director

Mr. Kea Borann Director

Ms. Blandine Claudia Marie Pons Director

Mr. Joshua Morris Director

Mr. Michael Goh Chiang Huat Director (appointed 7 February 2017)

AUDITOR

Ernst & Young (Cambodia) Ltd. is the auditor of the Company.

DIRECTORS’ INTERESTS

No members of the Board of Directors hold any direct interest in the equity of the Company.

DIRECTORS’ BENEFITS

During and at the end of the year, no arrangement existed, to which the Company was a party, with the object of enabling directors of the Company to acquire benefits by means of the acquisition of shares in or debentures of the Company or any other corporate body.

No director of the Company has received or become entitled to receive any benefit by reason of a contract made by the Company or with a firm which the director is a member, or with a company which the director has a material financial interest other than as disclosed elsewhere in the financial statements.

STATEMENT OF THE BOARD OF DIRECTORS’ RESPONSIBILITY IN RESPECT OF THE FINANCIAL STATEMENTS

The Board of Directors is responsible for ensuring that the financial statements give a true and fair view of the financial position of the Company as at 31 December 2016, and its financial performance and cash flows for the year then ended. The Board of Directors oversees preparation of these financial statements by management who is required to:

• Adopt appropriate accounting policies which are supported by reasonable and prudent judgments and estimates and then apply them consistently;

• Comply with Cambodian Accounting Standards, and relevant regulations and guidelines issued by the NBC or, if there has been any departure in the interest of fair presentation, ensure this has been appropriately disclosed, explained and quantified in the financial statements;

• Maintain adequate accounting records and an effective system of internal controls;

• Prepare the financial statements on a going concern basis unless it is inappropriate to assume that the Company will continue operations in the foreseeable future; and


• Set overall policies for the Company, ratify all decisions and actions that have a material effect on the operations and performance of the Company, and ensure they have been properly reflected in the financial statements.

Management is responsible for ensuring that proper accounting records are kept which disclose, with reasonable accuracy at any time, the financial position of the Company and to ensure that the accounting records comply with the applicable accounting system. It is also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Board of Directors confirms that the Company has complied with these requirements in preparing the financial statements.

APPROVAL OF THE FINANCIAL STATEMENTS

We hereby approve the accompanying financial statements which give a true and fair view of the financial position of the Company as at 31 December 2016, and its financial performance and its cash flows for the year then ended in accordance with Cambodian Accounting Standards and relevant regulations and guidelines issued by the NBC.

On behalf of the Board of Directors:

Mr. Tanmay ChetanChairmanPhnom Penh, Kingdom of Cambodia


To: The Shareholders of AMK Microfinance Institution Plc.

OPINION

We have audited the accompanying financial statements of AMK Microfinance Institution Plc. (“the Company”), which comprise the balance sheet as at 31 December 2016, and the income statement, statement of changes in equity and statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies.

In our opinion, the accompanying financial statements give a true and fair view of the financial position of the Company as at 31 December 2016, and its financial performance and its cash flows for the year then ended in accordance with Cambodian Accounting Standards and relevant regulations and guidelines issued by the National Bank of Cambodia.

Independent Auditor's Report

BASIS FOR OPINION

We conducted our audit in accordance with Cambodian International Standards on Auditing (“CISAs”). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Company in accordance with the sub-decree on the Code of Ethics for Professional Accountants and Auditors pro- mulgated by the Royal Government of Cambodia, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

RESPONSIBILITIES OF MANAGEMENT AND THE BOARD OF DIRECTORS FOR THE FINANCIAL STATEMENTS

Management is responsible for the preparation of financial statements that give a true and fair view in accordance with Cambodian Accounting Standards and relevant regulations and guidelines issued by the National Bank of

Cambodia, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Company or to cease operations, or has no realistic alternative but to do so.

The Board of Directors is responsible for overseeing the Company’s financial reporting process.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a


whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with CISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with CISAs, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial

statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Partner

Ernst & Young (Cambodia) Ltd.Certified Public AccountantsRegistered Auditors

Phnom Penh, Kingdom of Cambodia

31 March 2017


Notes

2016 2015

KHR’000

US$ equivalent

(Note 2.3.1) KHR’000

US$ equivalent

(Note 2.3.1)

Assets

Cash on hand 3 49,579,891 12,281,370 45,460,719 11,224,869

Balances with the National Bank of Cambodia

4118,688,171 29,400,092 29,393,520 7,257,659

Balances with banks 5 46,252,421 11,457,127 19,481,594 4,810,270

Loans to customers 6 598,146,744 148,166,149 512,985,627 126,663,118

Other assets 9 16,358,118 4,052,048 14,396,198 3,554,617

Property and equipment 7 26,356,818 6,528,813 18,454,696 4,556,715

Software 8 1,077,376 266,875 1,540,788 380,441

Deferred tax assets 14 3,548,865 879,085 2,977,177 735,105

Total assets 860,008,404 213,031,559 644,690,319 159,182,794

Liabilities and shareholders’ equity

Liabilities

Deposits from customers 10 354,405,385 87,789,295 261,875,569 64,660,634

Income tax payable 14 5,686,194 1,408,520 4,890,319 1,207,486

Other liabilities 15 28,932,442 7,166,817 27,617,336 6,819,096

Borrowings 11 293,841,948 72,787,205 224,480,853 55,427,371

Subordinated debt 12 24,252,000 6,007,431 - -

Provision for staff pension funds 13 11,637,366 2,882,677 9,243,062 2,282,237

Total liabilities 718,755,335 178,041,945 528,107,139 130,396,824

Shareholders’ equity

Share capital 16 35,127,300 8,701,338 35,127,300 8,673,407

Share premium 149,505 37,034 149,505 36,915

Reserve 16 16,414,114 4,065,919 13,888,134 3,429,169

Retained earnings 89,562,150 22,185,323 67,418,241 16,646,479

Total shareholders’ equity 141,253,069 34,989,614 116,583,180 28,785,970

Total liabilities and shareholders’ equity 860,008,404 213,031,559 644,690,319 159,182,794

BALANCE SHEET AS AT 31 DECEMBER 2016


Notes

2016 2015

KHR’000

US$ equivalent

(Note 2.3.1) KHR’000

US$ equivalent

(Note 2.3.1)

Operating income

Interest income 17 193,791,247 48,003,777 146,935,811 36,280,447

Interest expense 18 (50,417,076) (12,488,748) (34,746,787) (8,579,453)

Net interest income 143,374,171 35,515,029 112,189,024 27,700,994

Fee and commission expense 19 (14,799,347) (3,665,927) (12,823,370) (3,166,264)

Other income 20 10,177,528 2,521,062 9,382,169 2,316,585

Total operating income 138,752,352 34,370,164 108,747,823 26,851,315

Grant income 22 644,364 159,615 386,476 95,426

Provision for losses on loans to customers 6 (8,690,754) (2,152,775) (4,367,201) (1,078,321)

Other operating expenses 21 (97,617,214) (24,180,633) (79,313,400) (19,583,557)


Income tax expense 14 (6,387,307) (1,582,191) (5,138,194) (1,268,690)

Net profit for the year 26,701,441 6,614,180 20,315,504 5,016,173

INCOME STATEMENTFOR THE YEAR ENDED 31 DECEMBER 2016


Statement of Changes in EquityFOR THE YEAR ENDED 31 DECEMBER 2016

Share capital Share premium Reserve Retained earnings Total

(Note 16) KHR’000 KHR’000

(Note 16) KHR’000 KHR’000 KHR’000

US$ equivalent

(Note 2.3.1)

Balance as at 1 January 2016 35,127,300 149,505 13,888,134 67,418,241 116,583,180 28,878,667

Net profit for the year - - - 26,701,441 26,701,441 6,614,180

Appropriation to reserves - - 2,525,980 (2,525,980) - -

Dividends declared - - - (2,031,552) (2,031,552) (503,233)

Balance as at 31 December 2016 35,127,300 149,505 16,414,114 89,562,150 141,253,069 34,989,614

US$ equivalent (Note 2.3.1) 8,701,338 37,034 4,065,919 22,185,323 34,989,614

Balance as at 1 January 2015 35,127,300 149,505 11,228,229 51,394,023 97,899,057 24,172,607

Net profit for the year - - - 20,315,504 20,315,504 5,016,173

Appropriation to reserves - - 2,659,905 (2,659,905) - -

Dividends declared - - - (1,631,381) (1,631,381) (402,810)

Balance as at 31 December 2015 35,127,300 149,505 13,888,134 67,418,241 116,583,180 28,785,970

US$ equivalent (Note 2.3.1) 8,673,407 36,915 3,429,169 16,646,479 28,785,970


Notes

2016 2015

KHR’000

US$ equivalent

(Note 2.3.1) KHR’000

US$ equivalent

(Note 2.3.1)

Operating activities


Add back:

Depreciation and amortization 21 6,332,641 1,568,650 5,023,215 1,240,300

Loss on disposals of property and equipment 605,479 149,982 - -

Operating cash flows before changes in operating assets and liabilities 40,026,868 9,915,003 30,476,913 7,525,163

Changes in operating assets and liabilities:

Balances with the National Bank of Cambodia (7,552,247) (1,870,757) (8,356,128) (2,063,241)

Balances with banks 2,189,468 542,350 (1,292,228) (319,069)

Loans to customers (85,161,117) (21,095,149) (124,662,057) (30,780,755)

Other assets (1,961,920) (485,985) (4,148,874) (1,024,413)

Deposits from customers 92,529,816 22,920,440 101,766,675 25,127,574

Provision for staff pension funds 2,394,304 593,090 1,946,548 480,629

Other liabilities 5,113,137 1,266,569 9,628,262 2,377,349

47,578,309 11,785,561 5,359,111 1,323,237

Income tax paid 14 (6,163,120) (1,526,658) (4,780,476) (1,180,364)

Net cash from operating activities 41,415,189 10,258,903 578,635 142,873

Investing activities

Acquisition of property and equipment (17,794,211) (4,407,781) (11,747,821) (2,900,697)

Acquisition of software (380,650) (94,290) (575,640) (142,134)

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 DECEMBER 2016


Notes

2016 2015

KHR’000

US$ equivalent

(Note 2.3.1) KHR’000

US$ equivalent

(Note 2.3.1)

Net cash used in investing activities (18,174,861) (4,502,071) (12,323,461) (3,042,831)

Financing activities

Proceeds from borrowings 162,706,199 40,303,740 87,478,841 21,599,714

Proceeds from subordinated debt 24,252,000 6,007,431 - -

Repayment of borrowings (93,345,104) (23,122,394) (62,151,779) (15,346,118)

Dividends paid (2,031,552) (503,233) (1,631,381) (402,810)

Net cash from financing activities 91,581,543 22,685,544 23,695,681 5,850,786

Net increase in cash and cash equivalents 114,821,871 28,442,376 11,950,855 2,950,828

Cash and cash equivalents at beginning of year 68,463,887 16,904,664 56,513,032 13,868,228

Foreign exchange difference - 54,436 - 85,608

Cash and cash equivalents at end of the year 183,285,758 45,401,476 68,463,887 16,904,664

For the purpose of the statement of cash flows, cash and cash equivalents comprise:

Notes

2016 2015

KHR’000 US$ KHR’000 US$

(Note 2.3.1) (Note 2.3.1)

Cash on hand 3 49,579,891 12,281,370 45,460,719 11,224,869

Balances with the NBC 4 87,453,446 21,662,979 5,711,042 1,410,134

Balances with banks 5 46,252,421 11,457,127 17,292,126 4,269,661

183,285,758 45,401,476 68,463,887 16,904,664

STATEMENT OF CASH FLOWS (Continued)

FOR THE YEAR ENDED 31 DECEMBER 2016


1. CORPORATE INFORMATION

AMK Microfinance Institution Plc. (“the Company”) is a licensed micro-finance institution (“MFI”) incorporated and registered in the Kingdom of Cambodia.

Establishment and operations

The Company was initially established in 1999 as Thanakea Ponleu Thmey (“TPT”) Programme by Concern Worldwide, Cambodia (“CWC”). All assets, liabilities and accumulated donations of TPT were transferred to the Company on 1 July 2003 against the issue of shares. The Company commenced to trade on the date of the asset transfer. On 29 January 2010, the Company obtained a Microfinance Deposit-Taking Institution (“MDI”) license from the National Bank of Cambodia (“NBC”) to conduct deposit-taking business. On 7 July 2014, the Ministry of Commerce approved the change in business name of the Company from Angkor Mikroheranhvatho (Kampuchea) Co., Ltd. to AMK Microfinance Institution Plc.

The registered office of the Company is currently located at #285, Yothapol Khemarak Phoumin Blvd. (St. 271), Sangkat Tomnub Teuk, Khan Chamkarmon, Phnom Penh, Kingdom of Cambodia. The Company operates its business in 33 branches and 118 sub-branches (2015: 31 branches and 115 sub-branches).

The Company has the following guiding principles:

• Provide micro-finance services to poor people in Cambodia that are grounded in sound financial discipline at all levels.

• Committed to openness and transparency in all areas of management and operations.

• Committed to developing processes/services and to adopting behaviours and standards that ensure optimum social performance, including client protection.

• A learning organisation where appropriate exchange and sharing of information will contribute to staff development, training and in policy and system improvements

Paid-up capital

The paid-up capital of the Company as at 31 December 2016 was KHR35.13 billion or US$8.70 million (2015: KHR35.13 billion or US$8.67 million).

Board of Directors

The members of the Board of Directors during the year and at the date of this report are:

Mr. Tanmay Chetan Chairman

Mr. Patrick Peter Power Director

Mr. Tip Janvibol Director

Ms. Rebecca Ann McKenzie Director

Mr. Adrian John Graham Director

Mr. Kea Borann Director

Ms. Blandine Claudia Marie Pons Director

Mr. Joshua Morris Director

Mr. Michael Goh Chiang Huat Director (appointed 7 February 2017)

NOTES TO THE FINANCIAL STATEMENTSAS AT 31 DECEMBER 2016 AND FOR THE YEAR THEN ENDED


Employees

As at 31 December 2016, the Company had a total of 2,349 employees (2015: 2,126 employees).

The financial statements were authorized for issue by the Board of Directors on 31 March 2017.

2. SIGNIFICANT ACCOUNTING POLICIES2.1 Basis of preparation

The financial statements have been prepared on the historical cost basis. The Company maintains records and prepares financial statements in Khmer riel (“KHR”) in accordance with NBC Prakas No. B7-07-164 dated 13 December 2007 on Using Language, Currency Unit and Exchange Rate for Accounting Records and Reports. The financial statements of the Company have been prepared in compliance with Cambodian Accounting Standards (“CAS”) and relevant regulations and guidelines issued by the NBC.

Transactions in currencies other than KHR are translated into KHR at the exchange rate ruling at the date of the transaction.Monetary assets and liabilities denominated in currencies other than KHR at the balance sheet date are translated into KHR at the rates of exchange

ruling at that date. Exchange differences arising on translation are recognized in the income statement.

2.1.1 Fiscal year

The Company’s fiscal year starts on 1 January and ends on 31 December.

2.1.2 Presentation of financial statements

The accompanying financial statements, including their utilization, are not designed for those who are not informed about the Kingdom of Cambodia’s accounting principles, procedures and practices and furthermore are not intended to present the financial position and results of operations and cash flows in accordance with accounting principles and practices generally accepted in countries other than the Kingdom of Cambodia.

The accounting policies set out below have been consistently applied by the Company during the year.

2.2 Significant accounting judgments and estimates

In applying the Company’s accounting policies, management has used its judgment and made estimates in determining the amounts recognized in the financial statements, as follows:

2.2.1 Estimated useful lives of property and equipment

The useful life of each item of property and equipment is estimated based on the period over which the asset is expected to be available for use. Such estimation is based on a collective assessment of similar businesses, internal technical evaluation and experience with similar assets. The estimated useful life of each asset is reviewed periodically and updated if expectations differ from previous estimates due to physical wear and tear, technical or commercial obsolescence and legal or other limits on the use of the asset. It is possible, however, that future results of operations could be materially affected by changes in the amounts and timing of recorded expenses brought about by changes in the factors mentioned above. A reduction in the estimated useful life of any item of property and equipment would increase the recorded operating expenses and decrease the carrying value of these nonfinancial assets. There is no change in the estimated useful lives of property and equipment during the year.

2.2.2 Operating lease

The Company has entered into property leases as a lessee for its office premises. The Company has determined that the lessor retained all the significant risks and rewards of ownership over this property based on


the indicators of operating lease treatment. In determining whether or not there is an indication of operating lease treatment, the Company considers the following factors: retention of ownership title to the leased property, and period of lease contract relative to the estimated useful economic life of the leased property, bearer of executory costs, among others.

2.2.3 Impairment losses on loans to customers

When preparing the financial statements, the quality of loans to customers is reviewed and assessed to determine their classification and level of impairment losses, as more fully disclosed in Note 2.3.8.1.

2.2.4 Impairment of non-financial assets

Impairment exists when the carrying value of an asset or cash generating unit exceeds its recoverable amount, which is the higher of its fair value less costs to sell and its value in use. The fair value less costs to sell calculation is based on available data from binding sales transactions in an arm’s length transaction of similar assets or observable market prices less incremental costs for disposing of the asset. The value in use calculation is based on a discounted cash flow model. The cash flows

are derived from the budget and do not include restructuring activities that the Company is not yet committed to or significant future investments that will enhance the asset’s performance of the cash generating unit being tested. The recoverable amount is most sensitive to the discount rate used for the discounted cash flow model as well as the expected future cash-inflows and the growth rate used for extrapolation purposes.

2.2.5 Recognition of deferred tax assets

Deferred tax assets are recognized for all unused tax losses and temporary differences to the extent that it is probable that future taxable profit will be available against which the losses can be utilized. Significant management judgment is required to determine the amount of deferred tax assets that can be recognized, based upon the likely timing and level of future taxable income together with future tax planning strategies.

The Company’s estimates of future taxable income indicate that temporary differences can be realized in the future. As such, the Company recognized deferred tax assets as at 31 December 2016 amounting to KHR3.55 billion (US$0.88 million) (2015: KHR2.98 billion or US$0.74 million) as disclosed in Note 14.

2.3 Summary of significant accounting policies

2.3.1 Foreign currency translation

The Company’s functional and presentation currency is KHR.

The financial statements are translated in United States dollar (“US$”) based on the closing exchange rate of KHR4,037 per US$1 ruling at the reporting date (2015: KHR4,050: US$1), as announced by the NBC. Such translation should not be construed as a representation that US$ amounts represent, or have been or could be, converted into US$ at that or any other rate. All values in KHR and US$ are rounded to the nearest thousand (“KHR’000”) and dollar, respectively, except as otherwise indicated.

2.3.2 Impairment of financial assets

The Company assesses at each balance sheet date whether there is any objective evidence that a financial asset or a group of financial assets is impaired. A financial asset or a group of financial assets) is deemed to be impaired if, and only if, there is objective evidence of impairment as a result of one or more events that has occurred after the initial recognition of the asset (an incurred “loss event”) and that loss event (or events) has an impact on


the estimated future cash flows of the financial assets or the group of financial assets that can be reliably estimated.

Evidence of impairment for loans to customers may include indications that a borrower or group of borrowers is experiencing significant financial difficulty, default or delinquency in interest or principal payments, the probability that they will enter bankruptcy or other financial reorganization and where observable data indicate that there is a measurable decrease in the estimated future cash flows, such as changes in arrears or economic conditions that correlate with defaults. There is however a mandatory credit classification and minimum provisioning that the Company has to follow to meet the requirement of the NBC, as disclosed in Note 2.3.8.1.

2.3.3 Offsetting financial instruments

Financial assets and financial liabilities are offset and the net amount reported in the balance sheet if, and only if, there is a currently enforceable legal right to offset the recognized amounts and there is an intention to settle on a net basis, or to realize the asset and settle the liability simultaneously. This is not generally the case with master netting agreements, and the related assets and liabilities are presented gross in the balance sheet.

2.3.4 Operating leases

Payments made under operating leases are recognized in the income statement on a straight-line basis over the term of the lease.

2.3.5 Cash and cash equivalents

For cash flow statement purposes, cash and cash equivalents consist of cash and bank balances, demand deposits and short-term highly liquid investments with original maturities of three months or less when purchased, and that are readily convertible to known amounts of cash and subject to an insignificant risk of changes in value.

2.3.6 Balances with the National Bank of Cambodia

Capital guarantee deposit and reserve balance are maintained with the NBC in compliance with the Cambodian Law on Banking and Financial Institutions determined at defined percentages of minimum share capital and total deposits from customers, respectively. This account also includes current account carried at cost.

2.3.7 Balances with other banks

Balances with other banks are carried at cost.

2.3.8 Loans to customers

Loans to customers are stated in the balance sheet at the amount of principal less any amounts written off and allowance for losses on loans.

Loans are written off when there is no realistic prospect of recovery. Recoveries of loans to customers previously written off, or provided for, decrease the amount of the provision for losses on loans to customers in the income statement.

Loans classified as substandard, doubtful or loss are considered non-performing.

2.3.8.1 Loan classification and allowance for losses on loans to customers

The Company follows the mandatory credit classification and provisioning as required by Prakas No. B7-02-186 dated 13 September 2002. The Prakas requires licensed MFIs to classify their loan portfolio into four classes based on number of days past due of principal and/or interest repayment. The mandatory level of specific provisioning is provided depending on the loan classification, regardless of the assets (except cash) pledged as collateral, as follows:


CLASSIFICATION NUMBER OF DAYS PAST DUE RATE OF PROVISION

Loans (term of up to one year)

Standard Less than 30 days 0%

Substandard 30 days or more 10%

Doubtful 60 days or more 30%

Loss 90 days or more 100%

Loans (term of more than one year)

Standard Less than 30 days 0%

Substandard 30 days or more 10%

Doubtful 180 days or more 30%

Loss 360 days or more 100%

In addition to the above mandatory level of specific provisioning, the Company provides, as a matter of policy, an additional general allowance for bad and doubtful loans at 1% of all outstanding performing loans excluding staff loans.

The specific provision is calculated as a percentage of the loan outstanding at the time the loan is classified, excluding accrued interest, and is charged as an expense. Interest accrued from non-performing loans is recorded as interest in suspense in balance sheet.

The adequacy of the allowance for bad and doubtful loans is evaluated monthly by management.

Factors considered in evaluating the adequacy of the allowance include the size of the portfolio, previous loss experience, current economic conditions and their effect on clients, the financial situation of clients and the performance of loans in relation to contract terms.

Loans are written off automatically when a client dies and in case where the loans remain unpaid based on the assessment of the management and upon the approval of the Board of

Directors. Loans written off are removed from the outstanding loan portfolio and from the provision for bad and doubtful loans. Recoveries on loans previously written off and reversals of previous allowance are disclosed separately together with the net movement in the allowance for bad and doubtful loans and advances in the income statement.

Overdue loans

In accordance with NBC Prakas B7-00-51K dated 17 February 2000, overdue loans are defined as the total outstanding principal where principal or interest are past due unless the payment terms on interest or principal have been adjusted. In general, loans are not allowed to be restructured. However, on certain rare cases, loans are allowed to be restructured once per cycle. The maximum additional extension of the term is up to 5 months and 50% of the original amount only.

Overdue loans are also required to comply with the above mandatory level of specific provisioning depending on the loan classification.

2.3.9 Property and equipment

Property and equipment are stated at cost less accumulated depreciation and impairment losses, if any. The cost of a property and


equipment item comprises its purchase price and any directly attributable costs of bringing the asset to its working condition and location for its intended use. Where an item of property and equipment comprises major components having different estimated useful lives, the components are accounted for as separate items of property and equipment.

Subsequent expenditure relating to an item of property and equipment that has already been recognized is added to the carrying amount of the asset when it is probable that future economic benefits, in excess of the originally assessed standard of performance of the existing asset, will flow to the Company. All other subsequent expenditure is recognized as an expense in the year in which it is incurred.

Gain or loss arising from the retirement or disposal of an item of property and equipment is determined as the difference between the estimated net disposal proceeds and the carrying amount of the assets and is recognized in profit or loss on the date of retirement or disposal.

Depreciation is calculated on a straight line basis over the respective estimated useful life of the asset as follows:

Computer and office equipment

3 to 4 years

Motor vehicles 8 yearsMotorcycles 5 yearsLeasehold improvements 4 years

Construction in progress is not depreciated until such time as the relevant asset is completed and put into operational use.

Fully depreciated assets are retained in the financial statements until they are no longer in use or no further charge for depreciation is made in respect of these assets.

If there is any indication that there has been a significant change in depreciation or amortization rate, useful life or residual value of an asset, the depreciation of that asset is revised prospectively to reflect the new expectations.

2.3.10 Software

Software is stated at cost less accumulated amortization and accumulated impairment losses, if any. It is amortized on a straight line basis at the rate of 20% per annum. If there is an indication that there has been a significant change in amortization rate, useful life or residual value of software, the amortization is revised prospectively to reflect the new expectations.

Work in progress is not depreciated until such time as the relevant assets are completed and put into operational use.

2.3.11 Other assets

Other assets are carried at estimated realizable value. An estimate is made for doubtful receivables based on a review of outstanding amounts at the reporting date.

2.3.12 Deposits from customers

Deposits from customers are stated at placement value.

2.3.13 Borrowings

Borrowings are stated at the amount of the principal outstanding. Fees paid on the establishment of borrowing facilities are capitalized and amortized over the term of the borrowings using straight-line method.

2.3.14 Subordinated debt

Subordinated debt is a long-term debt that is subordinated to all other liabilities of the Company. This is treated as part of the Company’s liabilities and included in the Company’s net worth computation under the NBC’s guidelines. Foreign exchange differences on subordinated debt are taken through the income statement.


2.3.15 Foreign currency forward and swap contracts

Foreign currency forward and swap contracts are initially measured at nil and subsequently measured at market value as the difference of the forward or swap rate compared with the spot rate. This measurement is in accordance with NBC Circular No. 07-012-001 dated 19 January 2012 on “Accounting for Currency Swap or Forward Contract”.

2.3.16 Provision for staff pension funds

The Company provides its employees with benefits under the staff pension fund policy. Employees who complete three months of service with the Company have to participate in the staff pension fund scheme. The fund is sourced from the following:

• Employees contribute 3% of their monthly salary, and the Company contributes 6% for employees who are working less than three years and 7% for employees working in the Company for over three years. The Company’s contribution is charged to the income statement.

• The Company contributes interest on the cumulative balance of the staff pension fund computed at 7% per annum. This interest is charged to the income statement.

The staff pension fund will be paid to employees (who have contributed to the fund) upon their retirement, resignation or termination of employment. The employee’s contribution and interest are paid in full accordingly.

Those who have been terminated due to serious misconduct are only entitled to his/her contribution plus interest, regardless of how long they have been employed by the Company.

2.3.17 Provisions

Provisions are recognized when the Company has a present obligation (legal or constructive) as a result of a past event, and it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made on the amount of the obligation.

2.3.18 Recognition of income or expense

Revenue is recognized to the extent that it is probable that the economic benefits will flow to the Company and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognized:

(i) Interest income or expense

Interest income from loans to customers, and balances with the NBC and other banks is recognized on an accrual basis, except for loans to customers that have been classified as substandard, doubtful or loss. Interest accruing to these loans shall instead be credited to an interest in suspense account. Subsequently, interest income from these loans is recognized on a cash basis. Interest in suspense is presented net of accrued interest receivable in ‘Other assets’.

Interest expense is recognized on an accrual basis.

(ii) Fee and commission income and expense

The Company earns fee and commission income from a diverse range of services it provides to its customers, mainly from loan processing.

Loan administrative fee income is recognized as income when the loan is disbursed to customers. The loan fee is based on a percentage of the loan principal. The account is presented as part of other income.

Fee and commission expense are charged to income statement when the expense is incurred. Fees on borrowings are amortised


on a straight-line basis over the term of the related borrowings.

(iii) Operating expenses are recognized on an accrual basis.

2.3.19 Dividends on share capital

Dividends on share capital are recognized as a liability and deducted from equity when approved by the Board of Directors and the NBC. Dividends declared during the year but are approved by the NBC after the balance sheet date is dealt with as an event after the balance sheet date.

2.3.20 Grants

Grants received from third parties to subsidise the Company’s operating expenses are released to the income statement on a systematic and rational basis, matching the related costs which they are intended to compensate.

Grants received from third parties for the purchase of property and equipment are amortised to the income statement on a systematic and rational basis over the useful life of the assets. The unamortised grants are shown as deferred grant income.

2.3.21 Related parties

Parties are considered to be related if the Company has the ability, directly or indirectly, to control the other party or exercise significant influence over the other party in making financial and operating decisions, or vice-versa, or where the Company and the party are subject to common control or significant influence. Related parties may be individuals or corporate entities and include close family members of any individual considered to be a related party.

Related parties, as defined in Article 49 and 50 of the Cambodian Law on Banking and Financial Institutions, include the following:

(a) any person holding directly or indirectly at least ten percent (10%) of the capital or voting rights;

(b) any company of which the Company directly or indirectly holds at least 10% of the capital or voting rights;

(c) any individual who participates in the administration, direction, management or internal control; and

(d) the external auditors.

2.3.22 Income tax

Current tax

Current tax assets and liabilities for the current and prior periods are measured at the amounts expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted at the balance sheet date.

Deferred tax

Deferred tax is provided using the balance sheet liability method on temporary differences at the balance sheet date between the tax base of assets and liabilities and their carrying amount for financial reporting purposes.

Deferred tax liabilities are recognized for all taxable temporary differences, except where the deferred tax liability arises from the initial recognition of an asset or liability in a transaction which at the time of the transaction affects neither the accounting profit nor taxable profit or loss.

Deferred tax assets are recognized for all deductible temporary differences to the extent that it is probable that future taxable profits will be available against which these


differences can be utilized, except where the deferred tax arises from the initial recognition of an asset or liability in a transaction which at the time of the transaction affects neither the accounting profit nor taxable profit or loss.

The carrying amount of deferred tax assets is reviewed at each balance sheet date and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the assets to be recovered. Unrecognized deferred income tax assets are re-assessed at each balance sheet date and are recognized to the extent that it has become probable that future taxable profit will allow the deferred tax assets to be recovered.

3. CASH ON HAND

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Head office 3,011,397 745,949 1,792,187 442,515

Branches 46,568,494 11,535,421 43,668,532 10,782,354

49,579,891 12,281,370 45,460,719 11,224,869

Analysis of cash on hand by currency is as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Khmer Riel (“KHR”) 23,911,184 5,923,008 20,234,413 4,996,151

US Dollar (“US$”) 24,242,974 6,005,196 23,776,159 5,870,657

Thai Baht (“THB”) 1,425,733 353,166 1,450,147 358,061

49,579,891 12,281,370 45,460,719 11,224,869


4. BALANCES WITH THE NATIONAL BANK OF CAMBODIA

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Current accounts 31,460,386 7,793,011 5,711,042 1,410,134

Negotiable certificate of deposit (“NCD”) 55,993,060 13,869,968 - -

Capital guarantee 3,512,730 870,134 3,512,730 867,341

Reserve requirement 27,721,995 6,866,979 20,169,748 4,980,184

118,688,171 29,400,092 29,393,520 7,257,659

Under NBC Prakas No. B7-00-06 on the Licensing of MFIs dated 11 January 2000, the Company is required to maintain a capital guarantee deposit equivalent to 10% of registered capital with the NBC. This deposit is not available for use in the Company’s day-to-day operations but is refundable when the Company voluntarily ceases to operate the business in Cambodia.

The capital guarantee deposit and NCD earns annual interest at 3.00% in 2016 (2015: 3.00%), and at 1.00% - 2.00% in 2016, respectively, whereas the current accounts do not earn interest.

The NCD amounting to KHR200.00 million is used as collateral against the overdraft for FAST service with the NBC. The overdraft line as at 31 December 2016 is unutilized. The NCD amounting to KHR25.76 billion was used as collateral against the borrowing with the NBC (Note 11).

The reserve requirement represents the minimum reserve requirement which is calculated at 8% of the total deposits from customers as required by NBC Prakas No. B7-07-163 on Licensing of MDIs. The reserve requirement fluctuates depending on the level of deposits from customers and it does not earn interest.


5. BALANCES WITH BANKS

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Current accounts 9,788,828 2,424,778 2,829,399 698,617

Savings accounts 14,463,593 3,582,758 14,462,727 3,571,044

Placements and term deposits 22,000,000 5,449,591 2,189,468 540,609

46,252,421 11,457,127 19,481,594 4,810,270

The current accounts do not earn interest. Savings accounts earn annual interest at 0.05% - 1.50% in 2016 (2015: 0.25% - 0.75%) whereas placements and term deposits earn annual interest at 2.75% in 2016 (2015: 1.00% to 5.00%).

Balances with banks analyzed by currency are as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

KHR 29,925,385 7,412,778 8,960,515 2,212,473

US$ 6,986,425 1,730,598 8,131,230 2,007,711

THB 9,340,611 2,313,751 2,389,849 590,086

46,252,421 11,457,127 19,481,594 4,810,270


6. LOANS TO CUSTOMERS

Loans to customers are categorized as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Village bank loansCredit line 180,980,942 44,830,553 134,400,526 33,185,315End of term 120,913,693 29,951,373 124,004,270 30,618,338Installment 70,689,134 17,510,313 72,395,566 17,875,448

Individual loansInstallment 158,739,336 39,321,114 116,217,763 28,695,744Credit line 59,558,962 14,753,273 57,400,889 14,173,059End of term 19,297,152 4,780,072 15,271,594 3,770,765

Gross loans to customers 610,179,219 151,146,698 519,690,608 128,318,669

Allowance for losses on loans to customersSpecific 6,042,578 1,496,799 1,606,639 396,701General 5,989,897 1,483,750 5,098,342 1,258,850Allowance at end of year 12,032,475 2,980,549 6,704,981 1,655,551Loans to customers - net 598,146,744 148,166,149 512,985,627 126,663,118

Movements of allowance for losses on loans to customers:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

At beginning of year 6,704,981 1,655,551 4,235,860 1,039,475

Provision during the year 8,690,754 2,152,775 4,367,201 1,078,321

Write-offs during the year (3,363,260) (833,109) (1,898,080) (468,662)


At end of year 12,032,475 2,980,549 6,704,981 1,655,551


Further analyses of loans to customers are set out below.

(a) Grading of loans to customers:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Standard loans

Secured 234,502,340 58,088,269 187,082,783 46,193,280Unsecured 368,104,190 91,182,608 330,493,448 81,603,320

Substandard loans

Secured 932,379 230,958 204,367 50,461Unsecured 1,482,989 367,349 264,138 65,219

Doubtful loans

Secured 476,089 117,931 132,960 32,830Unsecured 900,638 223,096 214,120 52,869

Loss loans

Secured 797,049 197,436 213,082 52,613Unsecured 2,983,545 739,051 1,085,710 268,077

Total gross loans 610,179,219 151,146,698 519,690,608 128,318,669

(b) Loan portfolio by maturity:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Within one month 38,794,210 9,609,663 29,386,902 7,256,025

More than 1 month to 3 months 126,036,750 31,220,399 106,967,536 26,411,737

More than 3 months to 12 months 301,347,425 74,646,377 250,307,307 61,804,274

More than 1 year to 5 years 141,709,966 35,102,791 130,967,477 32,337,649

More than 5 years 2,290,868 567,468 2,061,386 508,984

610,179,219 151,146,698 519,690,608 128,318,669


(c) By residency, relationship, currency, industry sector and location:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Residence status:

Residents 610,179,219 151,146,698 519,690,608 128,318,669

Relationship:

External customers 598,989,716 148,374,961 509,782,999 125,872,345

Staff loans 11,189,503 2,771,737 9,907,609 2,446,324

610,179,219 151,146,698 519,690,608 128,318,669

Currency:

KHR 459,047,183 113,709,978 404,254,360 99,815,892

US$ 121,332,002 30,054,992 86,826,413 21,438,620

THB 29,800,034 7,381,728 28,609,835 7,064,157

610,179,219 151,146,698 519,690,608 128,318,669

Industry sector:

Agriculture 306,822,550 76,002,614 282,081,940 69,649,862

Trade and commerce 126,051,720 31,224,107 98,143,560 24,232,978

Household 30,107,770 7,457,956 23,441,420 5,788,005

Services 25,402,550 6,292,432 20,347,380 5,024,044

Construction 114,552,250 28,375,588 89,921,570 22,202,857

Transportation 5,135,660 1,272,148 4,165,570 1,028,536

Others 2,106,719 521,853 1,589,168 392,387

610,179,219 151,146,698 519,690,608 128,318,669

Location:

Head office 2,922,360 723,894 2,518,062 621,744

Branches 607,256,859 150,422,804 517,172,546 127,696,925

610,179,219 151,146,698 519,690,608 128,318,669


(d) Annual interest rates are as follows:

2016 2015

External customers 19.20% - 36.00% 20.40% - 36.00%

Staff loans 2.00% - 11.00% 2.00% - 11.00%

7. PROPERTY AND EQUIPMENT

Leasehold improvements Motor vehicles Motorcycles Computer and

office equipmentConstruction in

progress Total

KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 US$ equivalent(Note 2.3.1)

Cost

As at 1 January 2016 2,497,271 3,933,668 8,852,981 17,397,486 339,857 33,021,263 8,179,654

Additions 358,572 210,473 3,860,634 2,215,871 11,148,661 17,794,211 4,407,781

Disposals/write-offs (32,072) - - (6,584,948) (35,855) (6,652,875) (1,647,975)

Transfers 456,889 - - 755,084 (1,434,755) (222,782) (55,185)

As at 31 December 2016 3,280,660 4,144,141 12,713,615 13,783,493 10,017,908 43,939,817 10,884,275

Accumulated depreciation

As at 1 January 2016 896,915 1,806,976 4,555,140 7,307,536 - 14,566,567 3,608,265

Depreciation 728,318 284,129 1,117,251 3,143,707 - 5,273,405 1,306,268

Disposals/write-offs (11,723) - - (2,245,250) - (2,256,973) (559,072)

As at 31 December 2016 1,613,510 2,091,105 5,672,391 8,205,993 - 17,582,999 4,355,461

Net book value

As at 31 December 2016 1,667,150 2,053,036 7,041,224 5,577,500 10,017,908 26,356,818

As at 31 December 2015 1,600,356 2,126,692 4,297,841 10,089,950 339,857 18,454,696

US$ equivalent (Note 2.3.1)

As at 31 December 2016 412,968 508,555 1,744,172 1,381,595 2,481,523 6,528,813

As at 31 December 2015 395,150 525,109 1,061,195 2,491,346 83,915 4,556,715


8. SOFTWAREKHR’000 US$ equivalent

(Note 2.3.1)

Cost

As at 1 January 2016 5,826,585 1,443,296

Addition 380,650 94,289

Disposal (8,031) (1,989)

Transfer 222,782 55,185

As at 31 December 2016 6,421,986 1,590,781

Accumulated amortization

As at 1 January 2016 4,285,797 1,061,629

Amortization 1,059,236 262,382

Disposal (423) (105)

As at 31 December 2016 5,344,610 1,323,906

Net book value

As at 31 December 2016 1,077,376 266,875

As at 31 December 2015 1,540,788 380,441

9. OTHER ASSETS

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Interest receivable

Prepayments 6,333,132 1,568,772 4,932,036 1,217,787

Other assets 617,860 153,049 1,465,777 361,920

16,358,118 4,052,048 14,396,198 3,554,617


10. DEPOSITS FROM CUSTOMERS2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Savings deposits109,560,934 27,139,196 93,916,638 23,189,293

Term deposits 244,844,451 60,650,099 167,958,931 41,471,341

354,405,385 87,789,295 261,875,569 64,660,634

Further analyses on deposits from customers follow:

(a) By maturity:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Within 1 month 133,740,609 33,128,711 108,064,227 26,682,525



More than 12 months 38,605,117 9,562,823 33,733,418 8,329,239

354,405,385 87,789,295 261,875,569 64,660,634


(b) By currency:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

KHR 244,761,444 60,629,537 169,752,147 41,914,110

US$ 102,339,152 25,350,298 87,621,158 21,634,854

THB 7,304,789 1,809,460 4,502,264 1,111,670

354,405,385 87,789,295 261,875,569 64,660,634

(c) By relationship:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Non-related party 350,210,970 86,750,302 259,219,056 64,004,704

Related party 4,194,415 1,038,993 2,656,513 655,930

354,405,385 87,789,295 261,875,569 64,660,634

(d) By interest rate per annum:

2016 2015

Savings deposits 3.00% - 5.50% 3.00% - 5.75%

Term deposits 4.25% - 12.50% 4.25% - 12.25%


11. BORROWINGS2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Instituto de Credito Official of the Kingdom of Spain (“ICO”) 72,170,845 17,877,345 75,997,298 18,764,765

National Bank of Cambodia 24,000,000 5,945,009 - -

Oikocredit 21,600,000 5,350,508 30,400,000 7,506,173

Symbiotics SA Information 20,198,052 5,003,233 12,009,174 2,965,227

BlueOrchard 20,059,495 4,968,911 11,959,188 2,952,886

Global Commercial Microfinance Consortium II B.V 16,148,000 4,000,000 16,200,000 4,000,000

Hivos-Triodos Fonds 16,000,000 3,963,339 12,000,000 2,962,963

Microvest GMG Local Credit Master Fund, Ltd 15,600,667 3,864,421 9,487,500 2,342,593

Rural Impulse Fund 11,803,000 2,923,706 5,625,000 1,388,889

ResponsAbility 11,234,572 2,782,901 10,606,061 2,618,781

Grameen Credit Agricole Microfinance Foundation 10,366,960 2,567,986 4,800,000 1,185,185

Bank im Bistum Essen eG 10,092,500 2,500,000 4,050,000 1,000,000

NMI KS 10,000,000 2,477,087 - -

ICBC Limited Phnom Penh Branch 9,285,100 2,300,000 8,100,000 2,000,000

ASN Novib Microkredietfonds 8,146,000 2,017,835 8,146,000 2,011,358

Foreign Trade Bank of Cambodia 5,055,704 1,252,342 9,109,488 2,249,256

VDK-Spaarbank n.v 4,037,000 1,000,000 4,050,000 1,000,000

Kookmin Bank Cambodia Plc 4,037,000 1,000,000 - -

Vattanac Bank 4,007,053 992,582 1,941,144 479,295

293,841,948 72,787,205 224,480,853 55,427,371

All the above borrowings of the Company from non-related parties are unsecured.


(a) By currency:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

KHR 104,712,204 25,938,123 72,519,488 17,906,047

US$ 158,451,958 39,249,928 124,513,442 30,744,059

THB 30,677,786 7,599,154 27,447,923 6,777,265

293,841,948 72,787,205 224,480,853 55,427,371

(b) By maturity:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Within one month 10,400,000 2,576,170 23,316,679 5,757,205




Over 5 years 18,086,096 4,480,083 76,898,007 18,987,162

293,841,948 72,787,205 224,480,853 55,427,371

12. SUBORDINATED DEBT

This pertains to subordinated debt from Société de Promotion et de Participation pour la Coopération Economique (“PROPARCO”). On 14 June 2016, the NBC approved the subordinated debt from PROPARCO amounting to KHR24.252 billion (US$5.94 million) obtained by the Company on 29 February 2016. This subordinated has a five-year term maturing on 15 September 2021.


13. PROVISION FOR STAFF PENSION FUND

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Balance at beginning of year 9,243,062 2,282,237 7,296,514 1,790,556

Additions during the year

Employer contribution 2,298,656 569,397 1,752,003 432,593

Employee contribution 1,056,744 261,765 876,002 216,297

Interest 709,074 175,644 555,031 137,045

Paid during the year (788,949) (195,430) (1,047,896) (258,740)

Reversal (881,221) (218,286) (188,546) (46,555)

Foreign exchange difference - 7,350 (46) 11,041

Balance at end of year 11,637,366 2,882,677 9,243,062 2,282,237

14. INCOME TAX 14.1 Income tax expense

The Company’s tax returns are subject to examination by the General Department of Taxation (“GDT”). Because the application of tax laws and regulations to many types of transactions is susceptible to varying interpretations, the amounts reported in the financial statements could change at a later date upon final determination by the GDT.

Applicable tax rates

In accordance with Cambodian tax law, the Company has the obligation to pay tax on profit (“ToP”) at the rate of 20% of taxable income or minimum tax at 1% of turnover inclusive of all taxes except value-added tax, whichever is higher.


Income tax expense comprises:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Current 6,958,995 1,723,804 6,293,575 1,553,969

Deferred (571,688) (141,613) (1,155,381) (285,279)

6,387,307 1,582,191 5,138,194 1,268,690

Movements of income tax payable are as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Balance at beginning of year 4,890,319 1,207,486 3,377,220 828,766

Income tax expense 6,958,995 1,723,804 6,293,575 1,553,969

Income tax paid (6,163,120) (1,526,658) (4,780,476) (1,180,364)


Balance at end of year 5,686,194 1,408,520 4,890,319 1,207,486


The reconciliation of income tax expense shown in profit or loss is as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)


Income tax expense at applicable tax rate of 20% 6,617,750 1,639,274 5,090,740 1,256,973

Non-deductible expenses 341,245 84,530 1,202,835 296,996

Temporary differences (571,688) (141,613) (1,155,381) (285,279)

Effective income tax 6,387,307 1,582,191 5,138,194 1,268,690

14.2 Deferred income tax

Details of deferred income tax asset (liability) recognized during the year are as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Provision for staff pension funds 1,630,277 403,834 1,848,612 456,447

Allowance for loan losses 1,246,287 308,716 1,019,668 251,770

Accruals 505,992 125,339 425,625 105,093

Unrealized loss on foreign exchange 347,508 86,081 131,943 32,578

Property and equipment (181,199) (44,885) (448,671) (110,783)

3,548,865 879,085 2,977,177 735,105


15. OTHER LIABILITIES31 December 2016 31 December 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Interest payable 15,680,274 3,884,140 10,151,349 2,506,506

Accrued and other payables 5,944,503 1,472,505 5,088,857 1,256,509

Finance lease liability - - 4,375,616 1,080,399

Swap and forward exchange contract 2,073,627 513,655 4,169,009 1,029,385

Personnel and other related costs 4,193,436 1,038,751 3,250,374 802,561

Taxes payable 1,040,602 257,766 582,131 143,736

28,932,442 7,166,817 27,617,336 6,819,096

16. EQUITY

Details of shareholding are as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) % KHR’000

US$equivalent

(Note 2.3.1) %

Agora Micro-finance N.V 17,819,450 4,414,033 50.73 17,819,450 4,399,864 50.73

Rural Impulse Fund II 8,644,800 2,141,392 24.61 8,644,800 2,134,519 24.61

PROPARCO 5,250,000 1,300,471 14.95 5,250,000 1,296,296 14.95

CLDF 2,355,000 583,354 6.70 2,355,000 581,481 6.70

AMK - Staff Association 1,058,050 262,088 3.01 1,058,050 261,247 3.01

35,127,300 8,701,338 100.00 35,127,300 8,673,407 100.00


The Company’s registered and fully paid up share capital is 1,405,092 shares (2015: 1,405,092 shares) at KHR25,000 per share.

On 22 March 2016, the NBC issued Prakas B7-016-117 on Minimum Registered Capital of Banking and Financial Institutions (“the Prakas”). The Prakas requires commercial banks including foreign subsidiaries a minimum registered capital of KHR120.000 billion (approximately US$30.00 million).

Subsequently, on 16 June 2016, the NBC issued Circular B7-016-001 on Implementation of Prakas on Minimum Registered Capital of Banking and Financial Institutions that requires banks and financial institutions to inject half of the additional required capital to comply with the requirements of the Prakas by 31 March 2017 and to fully comply by 22 March 2018.

Complying with the requirement of the Prakas, on 13 February 2017, the NBC approved the increase of capital by KHR44 billion. The Company paid up the additional capital guarantee resulting from the capital increase on 17 February 2017.

Dividends

On 22 March 2016, the Board of Directors approved the declaration and payment of cash dividends amounting to KHR2.03 billion during the year (US$0.50 million) on the basis of 2015 results. On 29 August 2016 the NBC approved the dividends. On 14 September 2016, the dividends were paid to the shareholders.

Reserve

Under the loan agreement with ICO, the Company is required to transfer a reserve amount of 3.5% of the loan outstanding with ICO from net profit each year into a capital strengthening reserve account. ICO has no entitlement to this reserve.


17. INTEREST INCOME2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Loans to customers 193,337,438 47,891,365 146,838,901 36,256,519

Balances with banks 453,809 112,412 96,910 23,928

193,791,247 48,003,777 146,935,811 36,280,447

18. INTEREST EXPENSE

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Borrowings 26,939,404 6,673,124 19,211,952 4,743,692


Staff pension fund 709,074 175,644 555,031 137,045

50,417,076 12,488,748 34,746,787 8,579,453


19. FEE AND COMMISSION EXPENSE

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Village Bank President and mobile banking agent commission 9,821,231 2,432,804 8,395,914 2,073,065

Fees and commissions on borrowings and swaps 4,978,116 1,233,123 4,427,456 1,093,199

14,799,347 3,665,927 12,823,370 3,166,264

20. OTHER INCOME2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Mobile banking fees from customers 4,019,681 995,710 3,997,214 986,966

Loan fees 3,391,414 840,083 3,167,605 782,125

Micro-insurance commissions 1,367,262 338,683 1,134,991 280,245

Remittance fees 571,281 141,511 595,650 147,074

Payroll processing fees from customers 398,744 98,772 165,577 40,883

Loan penalties 195,905 48,527 73,751 18,210

Loan recovery 52,575 13,023 49,246 12,160

Other income 180,666 44,753 198,135 48,922

10,177,528 2,521,062 9,382,169 2,316,585


21. OTHER OPERATING EXPENSES2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Personnel and other related costs 57,568,808 14,260,294 44,660,784 11,027,354

Depreciation and amortization 6,332,641 1,568,650 5,023,215 1,240,300

Rental 6,757,297 1,673,841 4,922,798 1,215,506

Professional fees 4,979,105 1,233,368 3,438,345 848,974

Transportation 4,026,531 997,407 3,658,579 903,353

Non-capitalisable furniture and fixtures 2,217,437 549,278 2,205,738 544,626

Stationeries and supplies 1,982,497 491,082 1,750,196 432,147

Security guard 1,908,089 472,650 2,201,194 543,505

Utilities 1,732,924 429,260 1,373,447 339,123

Printing 1,649,633 408,628 1,895,330 467,983

Marketing 1,649,150 408,509 2,174,076 536,809

NBC license 1,552,000 384,444 1,440,250 355,617

Communication 1,357,342 336,225 1,164,445 287,517

Repairs and maintenance 1,054,186 261,131 899,449 222,086

Bank charges 662,084 164,004 512,313 126,497

Loss of disposal of fixed assets 605,479 149,982 - -

Foreign exchange loss, net* 438,490 108,618 1,230,866 303,917

Other expenses 1,143,521 283,262 762,375 188,241

97,617,214 24,180,633 79,313,400 19,583,557

* This includes foreign exchange gain amounting to KHR392.93 million (US$97,333) (2015: foreign exchange loss of KHR1.47 billion or US$362,546) incurred on the recognition of forward exchange contracts in accordance with NBC Circular No. 07-012-001 dated 19 January 2012 on “Accounting for Currency Swap or Forward Contract”.


22. GRANT INCOME

This represents the grant received from Agence Francasie De Development (“AFD”) for the technical assistance assignment to support the Company in various areas as set forth in the grant agreement.

23. COMMITMENTS

The Company leases office premises under an operating lease arrangement, with minimum lease commitments as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Within one year 4,346,077 1,076,561 3,055,030 754,328


More than 5 years 3,402,424 842,810 2,962,347 731,444

14,706,040 3,642,814 13,682,203 3,378,322

In the normal course of business, the Company makes commitments and incurs certain contingent liabilities with legal recourse. No material losses are anticipated from these transactions, which consist of:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Foreign exchange swap contracts 52,481,000 13,000,000 78,570,000 19,400,000

Foreign exchange forward contracts 2,018,500 500,000 16,200,000 4,000,000

Unused portion of credit line 45,871,948 11,362,880 51,429,623 12,698,672

The Company has 14 foreign exchange swap contracts (2015: 21 contracts) with certain commercial banks which are outstanding as at 31 December 2016. The Company enters into these contracts in order to manage its foreign exchange risk.


24. RELATED PARTY TRANSACTIONS AND BALANCES

Significant transactions with related parties during the year were as follows:

Related party Transaction 2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

PROPARCO(shareholder) Consultant fee 173,514 42,981 - -

Board of directors Remuneration 144,692 35,841 232,432 57,391

Key managementpersonnel Interest income - - 8,983 2,218

Remuneration 2,000,640 495,576 1,214,591 299,899

Balances with related parties at the reporting year were as follows:

Related party Transaction 2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Key management personnel Deposit 706,710 175,058 122,876 30,340

Loan - - 77,653 19,174

Agora Micro-finance N.V (shareholder) Deposit 2,641,846 654,408 2,533,637 625,590

25. FINANCIAL RISK MANAGEMENT

The Company’s activities are exposed to a variety of financial risks: credit risk, market risk (including currency risk, interest rate risk and price risk) and liquidity risk. Taking risk is core to the financial business, and operational risks are an inevitable consequence of being in business.

The Company entered into certain foreign currency forward swap and forward contracts to manage its risk exposure (Note 23).


The Company intends to comply with the NBC regulations for financial risk management purposes. The Company however recognizes that international best practices on risk management are yet to be fully implemented. The Board of Directors has established an asset and liability management committee and risk management committee to formulate broad parameters of acceptable risk for the Company and monitor the activities against these parameters.

The Company holds the following financial assets and liabilities:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)Financial assets

Cash on hand 49,579,891 12,281,370 45,460,719 11,224,869

Balances with the NBC 87,453,446 21,662,979 5,711,042 1,410,134

Balances with banks 46,252,421 11,457,127 19,481,594 4,810,270

Loans to customers 598,146,744 148,166,149 512,985,627 126,663,118

Other assets 9,407,126 2,330,227 7,998,385 1,974,910

Total financial assets 790,839,628 195,897,852 591,637,367 146,083,301

Financial liabilities


Borrowings 293,841,948 72,787,205 224,480,853 55,427,371

Subordinated debt 24,252,000 6,007,431 - -

Other liabilities 27,800,191 6,886,349 27,035,205 6,675,360

Total financial liabilities 700,391,173 173,492,982 513,391,627 126,763,365

Capital management

The primary objectives of the Company’s capital management are to ensure that it complies with externally imposed capital requirements and it maintains a strong financial position and healthy capital ratios to support its business and to maximize shareholders’ value.

The Company manages its capital structure and makes adjustments to it in the light of changes in economic conditions and the risk characteristics of its activities. In order to maintain or adjust the capital structure, the Company may adjust the amount of dividends payment to shareholders, return the capital, or issue capital securities. No changes were made in the objectives, policies and processes from previous years.


As at 31 December 2016, the Company is compliant with the solvency ratio prescribed by the NBC at 15%, as shown in the table below:

2016 (Unaudited)

2015 (Unaudited)

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Share capital 35,127,300 8,701,338 35,127,300 8,673,407

Share premium 149,505 37,034 149,505 36,915

Reserve 16,414,114 4,065,919 13,888,134 3,429,169

Retained earnings 89,562,150 22,185,323 67,418,241 16,646,479

141,253,069 34,989,614 116,583,180 28,785,970

Add subordinated debt 24,252,000 6,007,431 - -

Less loans to related parties (1,427,000) (353,480) (1,618,691) (399,677)

Total regulatory capital 164,078,069 40,643,656 114,964,489 28,386,293

Total risk-weighted assets 737,535,980 182,694,075 620,060,659 153,101,397

Solvency ratio 22.25% 22.25% 18.54% 18.54%

The loans to related parties deducted from capital of the Company follows the definition in Articles 49 and 50 of the Cambodian Law on Banking and Financial Institutions (Note 2.3.21).

Net worth and risk-weighted assets are computed based on NBC regulations. Management believes the Company has complied with all externally imposed capital requirements.


25.1 Credit risk

The Company takes on exposure to credit risk, which is the risk that counterparty will cause a financial loss to the Company by failing to discharge an obligation. Credit risk is the most important risk for the Company’s business. Credit exposure arises principally in lending activities that lead to loans to customers. The credit risk management is carried out by the credit committee.

(a) Credit risk measurement

The Company assesses the probability of default of individual counterparties in accordance with its credit policy, procedures and practices. The Credit Committee is responsible for determining the appropriateness and sufficiency of its credit policies.

(b) Risk limit control and mitigation policy

The Company operates and provides loans to individuals within the Kingdom of Cambodia. The Company manages limits and controls the concentration of credit risk whenever it is identified. Large exposure is defined by the NBC as overall credit exposure to any single beneficiary which exceeds 2% for individual loan and 3% for group loan of the Company’s net worth under the conditions of Prakas No. B7-07-163 of the NBC.

The Company also employs a range of policies and practices to mitigate credit risk. The most traditional of these is the taking of security in the form of collateral for loans to customers, which is common practice. The Company also accepts personal guarantee for the village bank loans. The Company implements guidelines on the acceptability of specific classes of collateral or credit risk mitigation. The principal collateral types secured for loans to customers are:

• Mortgages over residential properties (land, building and other properties); and

• Charges over business assets such as land and buildings.

(c) Impairment and provisioning policy

The Company is required to follow the mandatory credit classification and provisioning in accordance with the relevant Prakas, as disclosed in Note 2.3.8.1.


(d) Loans to customers

Loans to customers are summarized as follows:

2016 2015

KHR’000

US$equivalent

(Note 2.3.1) KHR’000

US$equivalent

(Note 2.3.1)

Loans to customers neither past due nor impaired (i) 602,606,529 149,270,877 517,576,231 127,796,600

Loans to customers past due but not impaired (ii) 2,494,910 618,011 449,736 111,046

Loans to customers individually impaired (iii) 5,077,780 1,257,810 1,664,641 411,023

Loans to customers, gross 610,179,219 151,146,698 519,690,608 128,318,669

For purposes of loan provisioning, expected recovery from collateral (except cash) is not taken into consideration based on NBC’s requirement.

(i) Loans to customers neither past due nor impaired Loans to customers not past due are not considered impaired, unless other information is available to indicate the contrary.

(ii) Loans to customers past due but not impaired Loans to customers less than 30 days past due are not considered impaired, unless other information is available to indicate the contrary.

(iii) Loans to customers individually impaired In accordance with NBC Prakas No. B7-02-186 dated 13 September 2002 on the classification and provisioning for bad and doubtful debts, loans

and advances past due more than 30 days are considered impaired and a minimum level of specific provision for impairment is made depending on the classification concerned, unless other information is available to indicate the contrary.


25.2 Operational risk

The operational risk losses which would result from inadequate or failed internal processes, people and systems or from external factors is managed through established operational risk management processes, proper monitoring and reporting of the business activities by control and support units which are independent of the business units and oversight provided by the management.

The operational risk management entails the establishment of clear organisational structure, roles and control policies. Various internal control policies and measures have been implemented. These include the establishment of signing authorities, defining system parameters controls, streamlining procedures and documentation. These are reviewed continually to address the operational risks of its business.

25.3 Market risk

The Company takes on exposure to market risk, which is the risk that the fair value or future cash flow of a financial instrument will fluctuate because of changes in market prices. Market risk arises from open positions in interest rates, currency and equity products, all of which are exposed to general and specific market movements and changes in the level of volatility of market rates or prices such as interest rates, credit spreads, foreign exchange rates and equity prices.

(i) Foreign exchange risk

The Company operates in the Kingdom of Cambodia and transacts in US$ and KHR.

Foreign exchange risk arises from future commercial transactions and recognized assets and liabilities denominated in a currency that is not the Company’s functional


The balances of monetary assets and liabilities translated into KHR equivalent of their respective original currency are as follows:

2016 2015

KHR US$ THB KHR US$ THB

KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000

On-balance sheet items Financial assets

Cash on hand 23,911,184 24,242,974 1,425,733 20,234,414 23,776,158 1,450,147

Balances with the NBC 39,233,659 48,219,787 - 2,376,750 3,334,292 -

Balances with banks 29,925,385 6,986,425 9,340,611 8,960,515 8,131,230 2,389,849

Loans to customers 449,382,005 119,864,885 28,899,854 398,912,844 85,925,345 28,147,438

Other assets 7,578,212 1,370,494 458,420 6,585,094 436,484 976,807

Total financial assets 550,030,445 200,684,565 40,124,618 437,069,617 121,603,509 32,964,241


Deposits from customers 244,761,444 102,339,152 7,304,789 169,752,147 87,621,158 4,502,264

Borrowings 104,712,204 158,451,958 30,677,786 72,519,489 124,513,442 27,447,922

Subordinated debt 24,252,000 - - - - -

Other liabilities 17,780,535 9,465,455 645,850 14,340,429 12,187,446 507,330

Total financial liabilities 391,506,183 270,256,565 38,628,425 256,612,065 224,322,046 32,457,516

Net open position 158,524,262 (69,572,000) 1,496,193 180,606,244 (102,161,244) 869,657

Off-balance sheet items

Foreign exchange swap contracts (52,481,000) 52,481,000 - (78,570,000) 78,570,000 -

Foreign exchange forward contracts - 2,018,500 (2,018,500) (16,200,000) 16,200,000 -

(52,481,000) 54,499,500 (2,018,500) (94,770,000) 94,770,000 -

Net open position 106,134,911 (15,072,500) (522,307) 85,836,244 (7,391,244) 869,657

US$ equivalent (Note 2.3.1) 26,290,540 (3,733,589) (129,380) 21,194,134 (1,824,999) 214,730

The Company enters into these contracts to manage its foreign exchange risk. As exposure is deemed to be minimal, no sensitivity analysis for foreign currency exchange risk was presented.


(ii) Price risk

The Company is not exposed to securities price risk because it does not hold any investment classified on the balance sheet either as available for sale or at fair value through profit or loss.

(iii) Interest rate risk

Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Fair value interest rate risk is the risk that the value of a financial instrument will fluctuate because of changes in market interest rates. Interest margins may increase as a result of changes and may reduce losses in the event that unexpected movements arise. At this stage, management does not have a policy to set limits on the level of mismatch of interest rate re-pricing that may be undertaken; however, management regularly monitors the mismatch.

Interest rate risk arises from the possibility that changes in interest rates will affect future profitability or the fair values of financial instruments. The Company is exposed to interest rate risk as a result of mismatches of interest rate re-pricing of assets and liabilities. The Company manages this risk by matching the re-pricing of assets and liabilities through risk management strategies. The Company has no significant financial assets and liabilities with floating interest rates. Balances with the NBC and banks earn fixed interest for the respective period of the deposit and placement, and loans to customers earns fixed interest based on outstanding balance and the agreed maturity term.

Up to 1 month

>1 to 3 months

>3 to 12 months

>1 to 5 years

Over 5 years

Non-interest sensitive Total

Weighted average

KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 Interest %

As at 31 December 2016

Financial assets

Cash on hand - - - - - 49,579,891 49,579,891 -

Balances with the NBC - - 55,993,060 - - 31,460,386 87,453,446 0.64

Balances with banks 22,000,000 9,788,828 14,463,593 - - - 46,252,421 1.59

Loans to customers 38,794,211 85,799,779 341,584,396 129,677,490 2,290,868 - 598,146,744 32.84

Other assets 9,407,126 - - - - - 9,407,126 -


Up to 1 month

>1 to 3 months

>3 to 12 months

>1 to 5 years

Over 5 years

Non-interest sensitive Total

Weighted average

KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 Interest %

70,201,337 95,588,607 412,041,049 129,677,490 2,290,868 81,040,277 790,839,628


Deposits from customers 130,513,144 55,416,847 130,837,230 37,638,164 - - 354,405,385 7.81

Borrowings 2,400,000 30,913,704 52,100,095 190,342,053 18,086,096 - 293,841,948 8.74

Subordinated debt - - 4,850,400 19,401,600 - - 24,252,000 17.69

Other liabilities - 113,873 27,777,967 - - - 27,891,840 -

132,913,144 86,444,424 215,565,692 247,381,817 18,086,096 - 700,391,173

Maturity gap (62,711,807) 9,144,183 196,475,357 (117,704,327) (15,795,228) 81,040,277 90,448,455

US$ equivalent (Note 2.3.1) (15,534,260) 2,265,094 48,668,654 (29,156,385) (3,912,615) 20,074,382 22,404,870


Financial assets

Cash on hand - - - - - 45,460,719 45,460,719 –

Balances with the NBC - - - - - 5,711,042 5,711,042 –

Balances with banks 17,292,126 - 2,189,468 - - - 19,481,594 1.00

Loans to customers 29,386,903 106,967,535 250,307,307 124,262,496 2,061,386 - 512,985,627 33.22

Other assets - - - - - 7,998,385 7,998,385 –

46,679,029 106,967,535 252,496,775 124,262,496 2,061,386 59,170,146 591,637,367


Deposits from customers 108,064,227 37,093,177 82,984,747 33,733,418 - - 261,875,569 7.52

Borrowings 2,400,000 15,055,480 58,617,617 117,597,202 30,810,554 - 224,480,853 8.97

Other liabilities 1,158,985 784,101 20,716,503 4,375,616 - - 27,035,205 –

111,623,212 52,932,758 162,318,867 155,706,236 30,810,554 - 513,391,627

Maturity gap (64,944,183) 54,034,777 90,177,908 (31,443,740) (28,749,168) 59,170,146 78,245,740

US$ equivalent (Note 2.3.1) (16,035,601) 13,341,920 22,266,150 (7,763,886) (7,098,560) 14,609,913 19,319,936


25.4 Liquidity risk

Liquidity risk is the risk that the Company is unable to meet its payment obligations associated with its financial liabilities when they fall due and to replace funds when they are withdrawn. The consequence of this may be the failure to meet obligations to repay depositors and fulfill commitments to lend.

Management monitors balance sheet liquidity and manages the concentration and profile of debt maturities. Monitoring and reporting take the form of the daily cash position and projection for the next day, week and month respectively, as these are key periods for liquidity management. Management monitors the movements of the main depositors and projection of their withdrawals.

The table next page is an analysis of the assets and liabilities of the Company by relevant maturity based on the remaining period at the balance sheet date to the contractual or estimated maturity dates.

Up to 1 month >1 to 3 months >3 to 12 months >1 to 5 years Over 5 years Total

KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000


Financial assets

Cash on hand 49,579,891 - - - - 49,579,891

Balances with the NBC 31,460,386 - 55,993,060 - - 87,453,446

Balances with banks 22,000,000 9,788,828 14,463,593 - - 46,252,421

Loans to customers 38,794,211 85,799,779 341,584,396 129,677,490 2,290,868 598,146,744

Other assets 9,407,126 - - - - 9,407,126

Total financial assets 151,241,614 95,588,607 412,041,049 129,677,490 2,290,868 790,839,628


Deposits from customers 130,513,144 55,416,847 130,837,230 37,638,164 - 354,405,385

Borrowings 2,400,000 30,913,704 52,100,095 190,342,053 18,086,096 293,841,948

Subordinated debt - - 4,850,400 19,401,600 - 24,252,000

Other liabilities - 113,873 27,777,967 - - 27,891,840

Total financial liabilities 132,913,144 86,444,424 215,565,692 247,381,817 18,086,096 700,391,173

Net liquidity surplus (gap) - KHR’000 18,328,470 9,144,183 196,475,357 (117,704,327) (15,795,228) 90,448,455


US$ equivalent (Note 2.3.1) 4,540,121 2,265,094 48,668,654 (29,156,385) (3,912,614) 22,404,870

Up to 1 month

>1 to 3 months

>3 to 12 months

>1 to 5 years

Over 5 years

No fixed maturity date

Total

KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000 KHR’000


Financial assets

Cash on hand 45,460,719 - - - - - 45,460,719

Balances with the NBC 5,711,042 - - - - - 5,711,042

Balances with banks 17,292,126 - 2,189,468 - 19,481,594

Loans to customers 29,386,903 106,967,535 250,307,307 124,262,496 2,061,386 - 512,985,627

Other assets 7,998,385 - - - - - 7,998,385

Total financial assets 105,849,175 106,967,535 252,496,775 124,262,496 2,061,386 - 591,637,367


Deposits from customers 108,064,227 37,093,177 82,984,747 33,733,418 - - 261,875,569

Borrowings 2,400,000 15,055,480 58,617,617 117,597,202 30,810,554 - 224,480,853

Other liabilities 1,158,985 784,101 20,716,503 4,375,616 - - 27,035,205

Total financial liabilities 111,623,212 52,932,758 162,318,867 155,706,236 30,810,554 - 513,391,627

Net liquidity surplus (gap) – KHR’000 (5,774,037) 54,034,777 90,177,908 (31,443,740) (28,749,168) - 78,245,740

US$ equivalent (Note 2.3.1) (1,425,688) 13,341,920 22,266,150 (7,763,886) (7,098,560) - 19,319,936

25.5 Fair value of financial assets and liabilities

Fair value represents the amount at which an asset could be exchanged or a liability settled on an arms-length basis. As verifiable market prices are not available, market prices are not available for a significant proportion of the Company’s financial assets and liabilities. Fair values, therefore, have been based on management assumptions according to the profile of the asset and liability base. In the opinion of the management, the carrying amounts of the financial assets and liabilities included in the balance sheet are a reasonable estimation of their fair values. In making this assessment, the management assumes that loans to customers are mainly held to maturity with fair values equal to the book value of loans to customers adjusted


for provision for loan losses, if any.

26. SUBSEQUENT EVENTS

On 13 March 2017, the NBC issued Prakas B7-017-109 Prokor, requiring microfinance institutions (MFIs), including microfinance deposit-taking institutions (MDIs) to observe a ceiling on interest rate charged to its borrowers. The cap is set at 18% per annum. This is applicable to all new credit facilities, including restructured and refinanced loans, issued and disbursed from 1 April 2017.

As at the report date, the Company is assessing the potential effect of this new regulation in its operations.

Other than as disclosed elsewhere in these financial statements, at the date of this report, there were no other events, which occurred subsequent to 31 December 2016 that had significant impact on the financial position of the Company as at 31 December 2016.

27. TAX CONTINGENCY

The taxation system in Cambodia is relatively new and is characterized by numerous taxes and frequently changing legislation, which is often unclear, contradictory and subject to interpretation. Often, differing interpretations exist among numerous taxation authorities and jurisdictions. Taxes are subject to review and investigation by a number of authorities, who are enabled by law to impose severe fines, penalties and interest charges. These facts may create tax risks in Cambodia substantially more significant than in other countries. Management believes that it has adequately provided for tax liabilities based on its interpretation of tax legislation. However, the relevant authorities may have differing interpretations and the effects since the incorporation of the Company could be significant.



The microfinance is recognized for fully implementing 7 Client Protection Principles

(This policy can help client to avoid over-indebtedness) from Smart Campaign.

The microfinance is recognized for the most use of Khmer currency (riel) from the National Bank of Cambodia (NBC) and the Young Entrepreneurs Association of Cambodia (YEAC).

Runner up candidate for financial exclusive challenge (in the topic of expanding Health Insurance to the spouse who used AMK’s loan) from The Wall Street Journal, a US international press.

Awards and RecognitionYEAR 2016

CONTACT US

Head Office: Building 285, Yothapol Khemarak Phoumin Blvd (271), Sangkat Tumnobteuk,

Khan Chamkarmorn, Phnom Penh, Cambodia

Postal Address: PO Box 480

Tel: (855) 23 86 14 61 | (855) 23 99 30 62

E-mail: [email protected]

www.amkcambodia.com

ANNUAL REPORT 2016 - Home - AgoraANNUAL REPORT 2016 13 1990s The origins of AMK Microfinance...

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